Reality Check for IT Consultants

In an event for CIOs, I had the opportunity to meet with, and listen to a bunch of IT consultants from global consulting and IT companies. All of them presented their view of the CIO challenges and opportunities, and without exception sounded like they had dug into the same library or archive to create slides which said the same thing — though the words were different, to their credit. This presentation made to a gathering of more than 50 CIOs stunned the audience. And this was not because the CIOs were bowled over by the analysts’ insights, but because the presentation was disconnected from reality.

Consultants have a wonderful habit of looking down upon their audience in a condescending way while preaching their version of truth, which says, “I know better than you, and I have a prescription for the ills that pain you”.

So the consultants under discussion were attempting to advise CIOs of their current challenges, reality and cures for the situation. While the number of points was consistently at 10 (wonder why everything has to be “top 10”!), the order of appearance of the topics was not in sync. The most interesting part was that no one, I repeat no one, in the audience agreed with the consultants. So the questioning began:

1. Did you actually survey or speak to CIOs and CEOs to create this list?
2. What was the sample size?
3. How many of them were located in India (since the presentation is being made to Indian CIOs)?
4. Considering the sample of more than 50 CIOs in this room, did anyone here participate?

As the cross-questioning got uncomfortable, the consultants were tying themselves into knots and literally sweating (despite adequate air-conditioning). One of them had the audacity to state that, “I am the consultant and speaker for this session; you have to listen to me!”
That was the last straw for most, and the duel almost resulted in an unsavory situation. It was rescued by the organizers — just in time.

It is evident that the CIO has a better connection with reality and business. The challenges and opportunities for Indian CIOs do not revolve around Business Speak or Alignment, but Value Add, Enabling Business and Growth. Global consulting companies are slow in realizing this trend, as the world at large still revolves around the US for them (maybe because most of them are headquartered in US).

The post event networking saw a face-saving quote from one of the consultants. “I was asked to provoke the audience, and I succeeded in doing that”.

IT enabling the CXO

A close friend narrated this incident about a CEO who asked the IT organization for three laptops. The first one for use in the office, second during travel, and the third to be used at his residence! It was one of those unchallengeable CEO mandates. My friend thought of this incident as a compliance issue or misuse of power vested with the position. To me, it was interesting that the CEO even thought of such an arrangement without realizing the improbability of how it will aid his work.

Every organization endeavors to define and execute policy with minimal exceptions. These are discussed, debated and agreed upon by the management — signed off too, in a few cases. Everything works well until the first exception request. Such requests typically come from a high performer or a CXO who states constraints within the defined boundaries. Thus begins the dilemma which is normally taken as an acceptable deviation to aid the CXO/high performer, as no one wants to leave any room for doubt when it comes to performance.

The IT organization struggles to maintain normalcy, since the precedent is taken as the new norm. After a while, only two choices remain — change the rulebook or try to save face by diligently documenting each exception. The third alternative is really not an option, since it means that you have to take a tough stance and deny the request. Is there a way out of such a predicament, especially when you consider that powers vested with the CIO are not absolute and can be overridden by the “business requirement”?

Coming back to the story of the “three laptop” CEO, I asked my friend about how the CEO proposed to use this distributed computing to his advantage? Did he not realize that he was misusing his executive powers which may be challenged by the Board of Directors or may set an avoidable example for other CXOs to emulate? I was advised that the CEO was creating value, and by virtue of this, the Board may allow such small indiscretions and look the other way.

In such cases, I believe the relationship and openness existing between the CIO and CEO will play an important role (where healthy discussion and debate exists), as does a possibility of influencing the decision. CIOs should work diligently to build and sustain this relationship to remain relevant and successful within an enterprise.

What about you? Would you acquiesce to such a request?