CIO Straight Talk - Issue 2 - 62

nformation technology used to be primarily a
support function, focused on processing, safeguarding and moving data in support of the business. But
in recent years, successful IT organizations have
started to focus on knowledge management and
transfer. The IT function is one of the only functions of
the enterprise that has an end-to-end view of the entire
business and is constantly engaged with all of its
processes, activities and external constituencies. As such,
it can manage the knowledge of the business and orchestrate knowledge transfer among all of its internal and
external components. IT can become the knowledge
manager of the business.
Managing Merger Integration
Take for example, mergers and acquisitions. More often
than not, when a company acquires another company it
calls in additional resources from outside to support and
manage the integration of the two businesses and their IT
operations. But it does not have to rely on – and pay for –
these external resources if it understands the value of
knowledge capture and transfer. Having been involved in
recent years in Brocade’s acquisition of McData and then
of Foundry Networks, I have seen firsthand the importance of capturing all the tools and capabilities used for
integrating the acquired company. Having carefully
gathered and catalogued the knowledge we gained
through the McData integration process, we were able to
reuse what we had learned and complete the integration of
Foundry with existing resources. As we had focused on
knowledge transfer, capture and reusability of the tools
for data conversion and defining as-is and to-be environments, the integration worked exceedingly well.
I have also found out how important it is to focus on the
people and not just the IT systems involved in a knowledge transfer. You must be sensitive to the staff of the
company that is being acquired so they are focused on the
task and are fully participating in the merger process.
Otherwise, they will walk away, taking with them all of
the knowledge they have. You must understand that it is
not your way or the highway, that there is always something to be learned from others, from the people with the
right knowledge and experience. You have to be sensitive
to the acquired resources, so that they can help in the
knowledge transition into the new environment, crucial to
the success of a merger.

You must understand that it is
not your way or the highway,
that there is always something
to be learned from others,
from the people with the right
knowledge and experience.
62

// CIO Straight Talk

Tapping the Wisdom of Partners and Peers
IT can also play an important knowledge transfer role in a
company’s work with its partners. One of the advantages
of working closely with a single or small number of
suppliers is that you are able to develop the processes
through which you interact with them. This creates a
mature dialogue and knowledge sharing rather than just
simply having someone bid on an opportunity and implement a specific project.
When you establish a long-term trusted relationship with
a partner, you can engage in knowledge transfer. We
conduct quarterly business reviews with partners such as
HCL. One component of these reviews is to look at work
they may have done with other customers that they think
might be relevant and helpful to our business. We have
developed a portal where we record these opportunities
and constantly review them. This way we bring the
knowledge they gained in their industry-wide work to
bear on our activities and processes and many times end
up investing in these opportunities. These typically pay
for themselves because they are small enhancements or
development programs that are short in duration but have
immediate benefits.
In our partnership with HCL, there is another opportunity
for knowledge transfer – their Customer Advisory Council, or CAC, of which I am a member. I find it very
valuable in two ways. HCL is very open to this kind of
engagement, so the council provides input in terms of
areas where we see opportunities and where we see issues
and room for improvement. In addition, the members of

I believe that business intelligence
will be a core competency for IT
organizations in the future,
particularly as the field evolves to
integrate unstructured data and
truly represent the entire knowledge
of the business. It is a great
opportunity for IT to establish itself
in the new role as company
knowledge manager.



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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