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The Agile Culture: Leading through Trust and Ownership by Niel Nickolaisen, Paul Gibson, Pollyanna Pixton

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Chapter 10. Case Study

Sometimes you just cannot quite fathom what you signed up for. The interviewing process had lasted a couple of months. This process was something of a joint “tire-kicking.” They did a lot of due diligence on me and I thought I had done a lot of due diligence on them. They had been very clear about the limited role they wanted me, their new CIO, to play.

This e-commerce company had already decided that all new customer-facing applications would be developed outside their existing IT organization. According to them, IT was slow, unreliable, and prone to chaos, could not keep a delivery commitment, and got everything wrong. All they wanted in a new CIO was someone who would get their IT operations and processes in good enough ...

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