CIO Straight Talk - Issue 8 - 27

extremely challenging projects. This creates an

IT's job seems simple: We have to make sure everyone

environment of highly engaged individuals all

can connect. But it requires a tremendous amount of

focusing on a common set of goals. Those who

effort on the back end to make that integration work.

do not remain with the organization after their

Additionally, we have our security due diligence to

projects are completed depart with a strong set of

ensure we aren't creating new gaps in our infrastructure.

very marketable skills. You have to do everything
you can to help them get there.

In fact, IT probably has the busiest function in the
company leading up to Day One. It's only at that point
that the business starts to figure out the model for

A Transformation Framework

the new company. The business will always lag on
this side. So we stage our work, starting with that

There is always pressure on CIOs to keep costs

Day One focus on connectivity and also creating a

under control, and that's been no different in our case.

transformation organization that will work with the

But because we have been growing and acquiring

business on a long-term IT integration plan.

at an exponential rate, it would not be prudent to

We have a calculated design principle in IT for

completely optimize our systems. If we were to do

continuous change. I created a senior-level role with

that, there would be large disruptions every time we

a dedicated team to look for continual operational

brought in a new organization. Every acquisition

improvement, application rationalization, and

has been so different that we would have to

standardization improvement. The goal for us is to look

restructure completely every time.

for continuous operational improvements to support the

Our plan for Day One, when an acquisition is legally
completed, is pretty straightforward. We make sure

business in driving new products and revenue.
By giving this group the freedom to do this -

the networks can be joined so that everyone, no matter

working directly with their counterparts in the

where they are, can communicate and interact. We make

business - we have been able to continually improve

sure everyone who needs access to an application or tool

the organization and build up our standards.

has that access, or has it when required by a new role.

IT has become the engine to enable continuous

For example, the head of supply chain will have access to

operational improvement with the business

both company's ERP systems.

and get them there quickly.

TAKEAWAYS
*	 You	can't	manage	change	without	having	a	high-level	understanding	of	what	the	
change involves and its ultimate goal.
*	 When	dealing	with	massive	change,	you	need	to	ensure	that	everyone	is	given	
as much information as possible and knows exactly where they stand in the new
organization.
*	 Managing	change	requires	bold	planning	and	good	people-management	skills.	
But in the end, those don't matter if you can't execute the steps needed to
transform the business into the new organization it is meant to become.

27



CIO Straight Talk - Issue 8

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 8

Contents
CIO Straight Talk - Issue 8 - Cover1
CIO Straight Talk - Issue 8 - Cover2
CIO Straight Talk - Issue 8 - 1
CIO Straight Talk - Issue 8 - Contents
CIO Straight Talk - Issue 8 - 3
CIO Straight Talk - Issue 8 - 4
CIO Straight Talk - Issue 8 - 5
CIO Straight Talk - Issue 8 - 6
CIO Straight Talk - Issue 8 - 7
CIO Straight Talk - Issue 8 - 8
CIO Straight Talk - Issue 8 - 9
CIO Straight Talk - Issue 8 - 10
CIO Straight Talk - Issue 8 - 11
CIO Straight Talk - Issue 8 - 12
CIO Straight Talk - Issue 8 - 13
CIO Straight Talk - Issue 8 - 14
CIO Straight Talk - Issue 8 - 15
CIO Straight Talk - Issue 8 - 16
CIO Straight Talk - Issue 8 - 17
CIO Straight Talk - Issue 8 - 18
CIO Straight Talk - Issue 8 - 19
CIO Straight Talk - Issue 8 - 20
CIO Straight Talk - Issue 8 - 21
CIO Straight Talk - Issue 8 - 22
CIO Straight Talk - Issue 8 - 23
CIO Straight Talk - Issue 8 - 24
CIO Straight Talk - Issue 8 - 25
CIO Straight Talk - Issue 8 - 26
CIO Straight Talk - Issue 8 - 27
CIO Straight Talk - Issue 8 - 28
CIO Straight Talk - Issue 8 - 29
CIO Straight Talk - Issue 8 - 30
CIO Straight Talk - Issue 8 - 31
CIO Straight Talk - Issue 8 - 32
CIO Straight Talk - Issue 8 - 33
CIO Straight Talk - Issue 8 - 34
CIO Straight Talk - Issue 8 - 35
CIO Straight Talk - Issue 8 - 36
CIO Straight Talk - Issue 8 - 37
CIO Straight Talk - Issue 8 - 38
CIO Straight Talk - Issue 8 - 39
CIO Straight Talk - Issue 8 - 40
CIO Straight Talk - Issue 8 - 41
CIO Straight Talk - Issue 8 - 42
CIO Straight Talk - Issue 8 - 43
CIO Straight Talk - Issue 8 - 44
CIO Straight Talk - Issue 8 - 45
CIO Straight Talk - Issue 8 - 46
CIO Straight Talk - Issue 8 - 47
CIO Straight Talk - Issue 8 - 48
CIO Straight Talk - Issue 8 - 49
CIO Straight Talk - Issue 8 - 50
CIO Straight Talk - Issue 8 - 51
CIO Straight Talk - Issue 8 - 52
CIO Straight Talk - Issue 8 - 53
CIO Straight Talk - Issue 8 - 54
CIO Straight Talk - Issue 8 - 55
CIO Straight Talk - Issue 8 - 56
CIO Straight Talk - Issue 8 - 57
CIO Straight Talk - Issue 8 - 58
CIO Straight Talk - Issue 8 - 59
CIO Straight Talk - Issue 8 - 60
CIO Straight Talk - Issue 8 - 61
CIO Straight Talk - Issue 8 - 62
CIO Straight Talk - Issue 8 - 63
CIO Straight Talk - Issue 8 - 64
CIO Straight Talk - Issue 8 - 65
CIO Straight Talk - Issue 8 - 66
CIO Straight Talk - Issue 8 - 67
CIO Straight Talk - Issue 8 - 68
CIO Straight Talk - Issue 8 - 69
CIO Straight Talk - Issue 8 - 70
CIO Straight Talk - Issue 8 - 71
CIO Straight Talk - Issue 8 - 72
CIO Straight Talk - Issue 8 - 73
CIO Straight Talk - Issue 8 - 74
CIO Straight Talk - Issue 8 - 75
CIO Straight Talk - Issue 8 - Cover3
CIO Straight Talk - Issue 8 - Cover4
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