CIO Straight Talk - Issue 4 - 19
I think that is a lesson here that
can be applied to any business in
any industry. You can be great
partners when things are going
well, but when trouble happens,
how well does that partnership
stand the test?
changes that will enable those technology solutions to
work. That is a huge change for us. This is why it's not a
stretch to say that the business and the technology team
are completely integrated. We now know how to do this.
We have learned how to combine people, process, and
technology to deliver a solution that creates a new
standard of excellence for our customers.
* A successful IT-business partnership requires shared commitment
and accountability - and a refusal to
point ﬁngers when things go wrong.
power restoration. When they found out how important
these estimates were to our customers, the line workers
changed their behavior. You know, "I'm up on the pole,
I'm the only person in the world who can estimate when
this power will be back, and I guess it's worth it for me to
take three minutes to call dispatch or enter it in my
on-truck device." Previously, they put in their estimates
in only 20% to 30% of cases, but now that happens 80%
to 95% of the time. We now have accurate estimates, and
we can communicate to the customer a one-hour window
for when the power will be restored.
Chamarthi: And the outage map is now available on
smartphones. Computers don't work in a power outage,
and customers have to rely on their smartphones. They
can also access our social media, where we show
estimated power restoration times for their region. If we
had gone just with the outage map project, and implemented only the technology, customers would be looking
at bad information, the wrong estimated time to restore.
They would be even more unhappy with us. I think it was
Bill Gates who said that when technology is not implemented with the corresponding process changes, it only
highlights all the flaws in your process.
* For a technology implementation to
succeed, you need to bring together
technology, process, and people. For
example, when technology is not
implemented with the corresponding process changes, it can actually
highlight all of the ﬂaws that exist in
* Two projects launched in different
organizational silos can undermine
one another - or, if integrated,
reinforce one another.
What is the key lesson you learned from your
Chamarthi: We have seen huge success when we empowered people and told them they are accountable, but also
insisted on collective responsibility and not letting them
deliver just in their own silos. All our projects have been
measured by how collaborative we are, how well we bring
together technology, process, and people.
Poppe: We have created a technology road map for all
customer-facing projects for the next three years and
have included in that road map the people and process
23 CIO Straight Talk