CIO Straight Talk - Issue 2 - 10

those technology strands become part of the fabric in ways
that entirely change its quality and function. They change the
company’s business model. For example:
According to the international grocery chain Tesco, South
Koreans are the second hardest working people in the world.
Taking an hour a week for grocery shopping is not a way
they want to spend their limited free time. So instead of
asking customers to come to one of their stores, Tesco’s
South Korean subsidiary, called Homeplus, devised a way to
bring the stores to the customers – and not simply to their
home computer via an online shopping site. After all,
shopping at home, while more convenient than trekking to
the store, eats into the precious time workers have at home.
So last year, Homeplus began plastering giant billboards on
the walls of subway/metro stations. But instead of advertising weekly specials, the billboards are realistic but
two-dimensional representations of the aisles and shelves of
a supermarket, lined from top to bottom with products you’d
see in a three-dimensional store. Each product is accompanied by a “QR”, or Quick Response, code. Shoppers waiting
for a train can browse the shelves, then scan with their smart
phones the QR codes of items they want to buy, which sends
the groceries to a virtual shopping cart. After checkout on
their smart phone, the groceries are delivered to the
customer’s doorstep in time for that evening’s dinner. In the
words of Tesco, the virtual stores on the subway platforms
“change waiting time to shopping time.”
Tesco’s subway stores are a powerful example of
technology-driven business model transformation. The
potential for this kind of innovation exists in nearly every
industry. But that potential is likely to be realized only by
those who have a deep understanding of both business and
technology, a familiarity with both worlds that will spark
insights about the connections between them – people like a
Reincarnate CIO.

Any time you have to go back to a
contract [with a supplier] and start
talking about terms and conditions
that were negotiated a year ago,
you're probably in a pretty bad place.
I mean, that's a bad day.

Barry Libenson

CIO, Land O’Lakes

10

// CIO Straight Talk

Most CIOs today understand the need to better align the IT
function – and their thinking – with business objectives and a
business point of view. That’s why we see so many
mid-career CIOs and senior IT executives in MBA programs.
But the CIO isn’t alone in the journey to becoming a
business leader. Along the way, a variety of stakeholders
will help clear the path or set up obstacles – just as those
same stakeholders can help or hinder a CIO in meeting
objectives that create value for the business. Those objectives will become more ambitious as the CIO’s role – and the
person in the role – changes. In fact, as the individual is
transformed, the objectives will often involve nothing less
than transforming the business.

A CIO’s Wish List
Most CIOs – whatever their objectives or the type of leadership role they play in the business – have expectations of
four primary stakeholders: top management, including the
CEO; IT customers within the organization; their own staff;
and external partners and service providers.
People from these four constituencies may only rarely ask a
CIO what he needs in order to be successful in his role.
That’s unfortunate because, when asked, most IT professionals tick off a number of things that would help them
create additional value for their organizations. And they’ll
often cite a memorable example or two of those needs being
met – or not – at some point in their careers.

What CIOs want from top management
At the top of many CIO wish lists for the CEO and top
management is something that, though described in different
ways, can be summarized in a single word: respect. CIOs
want an acknowledgment of the IT function’s importance to
the organization, a curiosity about how IT can improve
business results and an awareness of the value the CIO
brings to the strategic decision making process. Where there
is respect at the top for the IT function and the CIO role,
high-level support for important projects usually follows.
Mark Benaquista, a director at the private equity firm
Thomas H. Lee Partners and a former co-CIO at Warner
Music, recalls an incident involving the CIO at one of his
firm’s portfolio companies. The CEO had brought in a CIO
who he knew and respected from work they had done
together in the past. The CIO was supposed to work with the
CEO’s direct reports to eliminate inefficient processes in
their functions. Not surprisingly, there was considerable
pushback from function and division heads. “He’s a nice
guy,” a CXO would say to the CEO. “Definitely a nice guy.
But he doesn’t understand my operations – and he wants to
move too fast.”
The CEO of this company could have responded with a
perfunctory expression of support for the CIO and then
returned to more important matters. Instead the CEO told his
team that he was effectively holding them all individually
and collectively accountable for the CIO’s success at this
company.



CIO Straight Talk - Issue 2

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 2

CIO Straight Talk - Issue 2
Contents
So What Do CIOs Want
Innovation at the Periphery
The CIO as Thought Leader
Career Move: From Managing Technology to Managing Change
Every CIO is in the Information Business
Analytics and Decision Making
Putting IT at the Center of the Customer Experience
Pick n Pay Focuses on Delivering Value to Customers
Bringing "Lean" to IT
Whither the Cloud in a Stormy IT Enviroment?
Management by Driving a Stake in the Ground
From Data Processing to Orchestrating Knowledge
Extreme Collaboration
Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - CIO Straight Talk - Issue 2
CIO Straight Talk - Issue 2 - Cover2
CIO Straight Talk - Issue 2 - 3
CIO Straight Talk - Issue 2 - Contents
CIO Straight Talk - Issue 2 - 5
CIO Straight Talk - Issue 2 - So What Do CIOs Want
CIO Straight Talk - Issue 2 - 7
CIO Straight Talk - Issue 2 - 8
CIO Straight Talk - Issue 2 - 9
CIO Straight Talk - Issue 2 - 10
CIO Straight Talk - Issue 2 - 11
CIO Straight Talk - Issue 2 - 12
CIO Straight Talk - Issue 2 - 13
CIO Straight Talk - Issue 2 - 14
CIO Straight Talk - Issue 2 - 15
CIO Straight Talk - Issue 2 - 16
CIO Straight Talk - Issue 2 - 17
CIO Straight Talk - Issue 2 - Innovation at the Periphery
CIO Straight Talk - Issue 2 - 19
CIO Straight Talk - Issue 2 - 20
CIO Straight Talk - Issue 2 - 21
CIO Straight Talk - Issue 2 - The CIO as Thought Leader
CIO Straight Talk - Issue 2 - 23
CIO Straight Talk - Issue 2 - 24
CIO Straight Talk - Issue 2 - 25
CIO Straight Talk - Issue 2 - Career Move: From Managing Technology to Managing Change
CIO Straight Talk - Issue 2 - 27
CIO Straight Talk - Issue 2 - 28
CIO Straight Talk - Issue 2 - 29
CIO Straight Talk - Issue 2 - Every CIO is in the Information Business
CIO Straight Talk - Issue 2 - 31
CIO Straight Talk - Issue 2 - 32
CIO Straight Talk - Issue 2 - 33
CIO Straight Talk - Issue 2 - Analytics and Decision Making
CIO Straight Talk - Issue 2 - 35
CIO Straight Talk - Issue 2 - 36
CIO Straight Talk - Issue 2 - 37
CIO Straight Talk - Issue 2 - 38
CIO Straight Talk - Issue 2 - 39
CIO Straight Talk - Issue 2 - Putting IT at the Center of the Customer Experience
CIO Straight Talk - Issue 2 - 41
CIO Straight Talk - Issue 2 - 42
CIO Straight Talk - Issue 2 - Pick n Pay Focuses on Delivering Value to Customers
CIO Straight Talk - Issue 2 - 44
CIO Straight Talk - Issue 2 - 45
CIO Straight Talk - Issue 2 - 46
CIO Straight Talk - Issue 2 - Bringing "Lean" to IT
CIO Straight Talk - Issue 2 - 48
CIO Straight Talk - Issue 2 - 49
CIO Straight Talk - Issue 2 - 50
CIO Straight Talk - Issue 2 - Whither the Cloud in a Stormy IT Enviroment?
CIO Straight Talk - Issue 2 - 52
CIO Straight Talk - Issue 2 - 53
CIO Straight Talk - Issue 2 - 54
CIO Straight Talk - Issue 2 - 55
CIO Straight Talk - Issue 2 - Management by Driving a Stake in the Ground
CIO Straight Talk - Issue 2 - 57
CIO Straight Talk - Issue 2 - 58
CIO Straight Talk - Issue 2 - From Data Processing to Orchestrating Knowledge
CIO Straight Talk - Issue 2 - 60
CIO Straight Talk - Issue 2 - 61
CIO Straight Talk - Issue 2 - Extreme Collaboration
CIO Straight Talk - Issue 2 - 63
CIO Straight Talk - Issue 2 - 64
CIO Straight Talk - Issue 2 - 65
CIO Straight Talk - Issue 2 - Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - 67
CIO Straight Talk - Issue 2 - 68
CIO Straight Talk - Issue 2 - 69
CIO Straight Talk - Issue 2 - 70
CIO Straight Talk - Issue 2 - 71
CIO Straight Talk - Issue 2 - 72
CIO Straight Talk - Issue 2 - 73
CIO Straight Talk - Issue 2 - 74
CIO Straight Talk - Issue 2 - Cover3
CIO Straight Talk - Issue 2 - Cover4
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