CIO Straight Talk - Issue 2 - 17

One key aspect of such a committed relationship is transparency – the supplier being open about its capabilities and skill
gaps, about how costs are determined, about problems that
arise. Particularly important, one respondent wrote, is for
service providers to share rather than control information
“necessary to get a holistic picture of the status of the
engagement.” That kind of transparency sometimes leads to
collaborative development of solutions – co-innovation.
(For a look at how co-innovation can play out between a
customer and a service provider, or within a single organization, see the sidebar “New on the Wish List.”)
In this kind of evolved relationship, the formal agreement
between the parties should be signed and then put away,
some CIOs say. “Any time you have to go back to a contract
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,” says Barry Libenson, of Land
O’Lakes. “We have certain companies we do business with
that we classify as a pure supplier, and we have those that we
classify as a true partner. Those strategic partnerships, where
you really value the personal and professional relationship,
are what drive your success.”

How to get what you want from
top management
For starters, you better reach out and see if you can arrange
– either by scheduling an appointment or by happening to be
in the right place at the right time – some serious discussions. “You can’t wait for the CEO to contact you,” says
Daniel Focazio, of Wolters Kluwer. “You need to go bang
on doors and create forums where you can get people’s
attention and get your message across.”
Once you get in the door, you better be ready to talk the
language of business, not technology – and to know what
you’re talking about. “People in business will tolerate a
conversation with you only if you talk their language. With
the CFO, you have to talk ROI. With the product guy, you
have to talk quality,” says Andy Dulka, of Allianz Life.
“You may be the world’s best technologist, but if you can’t
talk business with the CFO, the next time you ask for a meeting, he’ll refer you to his admin.”
Because IT is so central to business today, the CIO, more
than, say, the head of R&D, needs to have a foot in both the

Turning Wishes Into Reality
As the CIO seeks to become as much business leader as
technology leader, the potential to create value for the
business through technology – and to advance the CIO’s
own career – will increase. Indeed, this time of turmoil for IT
is a time of opportunity for the forward-looking CIO.
For one thing, the pervasiveness of IT throughout a business
gives the CIO a valuable view of emerging opportunities that
the IT function can take on and make its own. Consider the
need for digital tools that enable businesses to make smarter,
faster, more significant decisions.
“Nobody really owns this space yet,” says Richard McAvey,
Director, Office of the CIO, at Marathon Oil. “It’s a tremendous opportunity for the IT function to raise its business profile.
Yes, this is a challenging time for CIOs. But it’s also a unique
time for making IT all it can be. We have a great career.”
And a career with increasing potential. An increasing
number of CIOs may soon find that their mix of business and
technology expertise moves them into the top executive
ranks of a corporation – or even the top job. (For a discussion of why a CIO is uniquely prepared to lead the business
of tomorrow, see the sidebar “From CIO to CEO.”)
To capitalize on the opportunities, though, the CIO needs to
figure out how to get what is needed from stakeholders who
can help him transform his function and himself, in both cases
to the benefit of the business. The CIOs we’ve been talking to
have offered suggestions on ways to make this happen.

People in business will tolerate a
conversation with you only if you
talk their language. At the same
time, you need to talk to your staff
and partners in a way that shows
you understand them. If you only
talk upwards, your staff will feel
disenfranchised.

Andy Dulka

VP Infrastructure Services
Allianz Life

CIO Straight Talk //

17



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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