Newton’s second law of thermodynamics explains that unless significant force is applied, a body in motion will continue along its current path, without change.
So we know that to change something, we need to apply force – and a lot of it. The question that you as a newly appointed CIO want to ask is “where do I need to apply that force in order to move the organisation in the direction that I want it to go”.
This assumes of course that you actually want to take the business in a new direction. The chances are that you have been recruited to do something different to what was being done by your predecessor. Usually what is sought is a leader who will bring some balance to an IT organisation which may be underperforming on one of a couple of dimensions. Perhaps the IT organisation is not aligned with the business and failing to articulate a cohesive and compelling Vision. Or perhaps your new IT shop is simply failing to deliver and it has a serious issue with Execution. In some organisations it is both, they cannot articulate a Vision for IT which has strategic alignment with the business, AND on top of that they cannot demonstrate effectiveness of Execution, failing to manage and control projects and not able to show value in the systems which are currently supporting the business.
In this case you will be faced with only one choice – Transformation !
Many historian’s agree that the First Hundred Days of Franklin D. Roosevelt’s administration were “the defining moment”, which laid the foundation for the economic recovery of the USA. And there were measurable actions which he took, which most successful CEO’s take when they accept a new challenge. First and foremost is to assemble a senior team which will enthusiastically implement the new strategic direction. Imagine Barak Obama taking office and trying to lead George Bush’s executive team in a new and different direction – your challenge is no different, and the politics just as intense.
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