CIO Straight Talk - Issue 6 - 74

It is always especially sad when incredibly smart and successful people
who have so much to give and actually perform the fundamentals of
their job extraordinary well are let go because they have not taken the
time to do the softer things - getting to know people, collaborating with
peers, networking internally and externally.

produced what she refers to as the IT annual report,

generate reports today?" To his pleasant surprise, half

essentially mirroring Intel's annual report. She talks

of them took only a few hours of work to produce. Not

about the past year, she talks about successes and

days, weeks, months - just hours. So in the first month,

challenges, she talks about areas of opportunity. She

he delivered to most of his fellow senior executives new

creates a plan for the next year and articulates it in very

information and new reports that had them making

clear English. This way, people in headquarters who sit

better decisions. Talk about first impressions!

next to you and people maybe 10,000 miles away are
going to have a common understanding of the plan.

So you learn in the first month and
plan in the second. What is the third
month about?

Whatever the type of action, it really is important
in the early days to start doing some things. Part of
this will usually involve continuing to move ahead on
some of the projects that are already in place. At the
same time, the action may be canceling some of those.
You may be getting inputs in the first couple of months
that lead you to the conclusion that some current IT

The third month is all about execution. Of course, you

projects are not what they were supposed to be. They

don't have to wait for the third month to begin making

are over budget, they are overextended. The value won't

things happen. Even in the first and second months,

be created where it was anticipated. Or maybe they

while you're studying the organization, you should try to

simply no longer connect to the strategic priorities of IT

achieve some quick wins, things that you can execute in

or the broader organization. Canceling projects sends a

a matter of weeks.

very important message; it speaks to a certain level of

A good friend of mine is a CIO who had one of the

responsibility. If the rationale behind the cancellation is

greatest ideas for the first 100 days. In his first two

well articulated inside and outside of IT, that can breed

weeks with the organization, when he met with his peers

a lot of respect from leaders across the organization. Of

and superiors, he asked them what one critical piece of

course, new projects and new ideas are also important.

information would allow them to make better decisions

It's a good idea for the new CIO to put in place a

if they could get it on a regular basis. After he collected

dashboard of some sort to be able to report where

all the answers, he went back to his IT team and said,

progress is being made, where it is not, and what

"Okay, we have these 24 different requests from very

corrected action is recommended. That is a critical part

important people across the organization. How many

of the execution stage as well.

of these do we have the data that would allow us to

CIO Straight Talk | 74



Table of Contents for the Digital Edition of CIO Straight Talk - Issue 6

Contents
CIO Straight Talk - Issue 6 - Cover1
CIO Straight Talk - Issue 6 - Contents
CIO Straight Talk - Issue 6 - 3
CIO Straight Talk - Issue 6 - 4
CIO Straight Talk - Issue 6 - 5
CIO Straight Talk - Issue 6 - 6
CIO Straight Talk - Issue 6 - 7
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CIO Straight Talk - Issue 6 - InsertA
CIO Straight Talk - Issue 6 - 67
CIO Straight Talk - Issue 6 - InsertB
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CIO Straight Talk - Issue 6 - Cover3
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