Before the turn
of the millennium there was a trend with many conglomerate and large corporates
wanting to hive off their IT departments to become independent companies. Some
of the companies scaled up well and grew to become fairly sizable and tech
services or product providers in their own right. Few retained their niche and
did well for a while; in most cases the Head of IT or CIO equivalent became the
CEO of the start-up. Then the CIO moved on and the reins were taken over by
typical IT sales persons from the outside.
The past decade
saw the economy on a roller-coaster ride triggered by black swan events;
technology hype drove irrational behavior; acquisitions saw the small and
mid-size companies being gobbled up. Quite a few leaders of the past too
struggled to survive and sought white knights; in M&A most of them lost
their identity, some went off into oblivion. The CIO typically the customer was
challenged to keep balancing contracts and budget escalations triggered by the
larger company wanting to improve bottom line.
With competition
heating up and start-up companies innovating to gain market share, the companies
of yore created Customer Advisory Boards (CAB) to seek input from CIOs towards
the product road-map. They used these forums to stay connected to their
customers which did not necessarily always impact their ability to squeeze
every cent they legally could from the same customers; product engineering and
development was far detached from commercial and sales divisions.
Through
challenging times, quite a few tech companies saw CEOs being fired, sales
structures redrawn, and alignments change from products to industry to logical
groups to key account management, and many more. Consulting companies
reformulated strategies to sustain market share and retain customers; beyond
tactical results this did not deliver to promise. All through the process,
customer frustration continued its organic growth faster than the growth
realized by the tech company.
So companies
hired domain experts across industries and sometimes also across roles within a
function; for example a Warehouse Management Solution company hired warehousing
experts who would be the users of the solution. Similarly across Retail,
Pharmaceuticals, Banking, Finance and Insurance, or for that matter depending
on the industry focus, it was deemed important to have subject matter experts
to connect with the CIO and other CXOs to facilitate the sales and adoption cycles.
I often wondered
as to why CIOs rarely joined technology companies ? There have been rare
instances where a CIO transitioned and started selling products or services.
These individuals were CIOs representing their past industries or a specific
solution set; I remember one instance where the only thing such a CIO wanted to
talk about is how her company had implemented a specific technology and she had
lead the team towards creating the success story. She was not very successful
in her pitch but told her story wherever she went.
Why is it that companies
never think of taking on a powerful or marque CIO as their CEO ? Wouldn't it be
better to have someone who uses their solution or service and knows how to take
advantage of the technology also drive the company ? Aren't CIOs adept at
selling technology internally to their users, management and the Board ? They
also have their eyes and ears to the ground and connect to strong social groups
within the industry where some influence opinions and drive adoption.
Discussing this
trend with a few friends I realized that most CIOs love their position of power
over the vendors; they do not see themselves in the same position where they
normally end up putting their tech partners. The game has gone on too long now
with boundaries being defined and roles cast. Their cynicism coupled with
reputation of some vendors does not make this an attractive value proposition
for CIOs who would rather join consulting companies or take up academic roles;
join a tech vendor ? No way !
I personally
believe that IT companies would immensely benefit from such a move; who knows
the pains, opportunities and challenges of CIOs better than CIOs themselves.
Sales cycles nowadays follow a predictable pattern of technology analysis and
negotiation linked to period end. I think that while the broad design may not
change, there would definitely be higher traction based on mutual empathy.
Maybe this is the trend for the future; taking CIOs as independent directors on
the Board could be a starting point.
