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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