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This could work provided that the finance guys sign off the plans in time. Where I work it would take almost 2 years just to get the CFO to sign off on any plan. It is so frustrating. I would have to say that 4 -5 years would be a bit more realistic when you factor in getting finance to sign off on what ever the CIO needs to do.
"Making a difference" or making changes at any organization will require buy-in and commitment from all functions. If lack of diversity is an issue, and you want to change that, you should have HR on board. Doing anything that requires investment should have buy-in from revenue generating business units. They in turn will likely inquire as to what's in it for them!
There is a certain amount that any CIO can accomplish within their own department, just by changing operational procedures, and re-organizing structures, but real, lasting, change will require
There is a certain amount that any CIO can accomplish within their own department, just by changing operational procedures, and re-organizing structures, but real, lasting, change will require
"Organization" and "organisation" are both correct, as are "Skeptical" and "Sceptical". From his spelling of those, and other words in his article, I would venture to say the author is most likely from the UK.
So, before you call someone out about using spell check, maybe you should use a dictionary.
So, before you call someone out about using spell check, maybe you should use a dictionary.
Any spelling flags you saw in the TR comment box come from your browser, not TR, and are based on your local dictionary.
Just realize that while TR headquarter is located in the US, it is an international site, with international contributors and readers and it's just not right to call someone out for misspellings, when they really aren't.
I've seen many a department screwed up in much less time. Now, if you want POSITIVE change, that may take longer.
I don't see how anyone can make productive changes in less than four. It's going to take six months just to learn the existing strengths and weaknesses within the IT structure and the company. The new guy must also learn who's who within his own troops, the formal organization structure, and any 'kitchen cabinet' movers and shakers.
That leaves eighteen months to get something done, that's a tactical time frame suited to managers, not a strategic one for a CIO. He or she could develop a long-term plan but he wouldn't be around to adjust it or see how it turned out.
Then what? Another two-year wonder who needs months to figure out where the ship is going, another course change to suit his views that will take months to effect, and then he's gone. Lather, rinse, repeat, with no long-term stability and erosion of departmental moral.
I don't see how anyone can make productive changes in less than four. It's going to take six months just to learn the existing strengths and weaknesses within the IT structure and the company. The new guy must also learn who's who within his own troops, the formal organization structure, and any 'kitchen cabinet' movers and shakers.
That leaves eighteen months to get something done, that's a tactical time frame suited to managers, not a strategic one for a CIO. He or she could develop a long-term plan but he wouldn't be around to adjust it or see how it turned out.
Then what? Another two-year wonder who needs months to figure out where the ship is going, another course change to suit his views that will take months to effect, and then he's gone. Lather, rinse, repeat, with no long-term stability and erosion of departmental moral.
These are great concepts but apply to all positions from levels of new staff to new CEOs and should be considered if not followed.
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