Breakthrough IT

Chapter 9. Be Superman (or Wonder Woman)

Coming into a new C‐level position is a daunting endeavor, especially when a struggling IT organization is placed in your care. From the CEO's perspective, a floundering IT shop is a drag on the income statement, and if the other C‐level executives are accustomed to an IT organization that functions quietly as a utility or shared service, changing the leadership is often an effort to end the “noise” coming from what is perceived as a utility business function that should not produce any distractions.

The first several weeks of a new CIO's tenure are a critical period. The new CIO has an advantage in being a fresh face, both in terms of having an outsider's view of the organization and its IT shop, and being expected to make some changes. It is assumed that the new leader will “shake things up,” and there is no better time than early in his or her tenure. The first several weeks also serve as a critical period of relationship building. Any biases, assumptions, or past history associated with the former CIO are no longer in consideration, and the new CIO can start fresh. This also means that the former CIO's successes are quickly forgotten, and that the new CIO will face intense scrutiny on his or her first few steps in the new position.

While much of this book assumes a gradual change from a focus on ongoing operations to executing business strategy, the new CIO is often faced with many operational challenges upon his or her arrival in a new ...