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Member You - The Key Reasons Why Cios Get Fired And What To Do About Them - Part 1
As a legal entity, the S corporation has changed significantly since it was first created by Congress in 1958. Not least of the changes happened to its name: it once was known by its legalese name, “Subchapter S corporation,” but became the more upbeat S corporation after the Subchapter S Revision Act of 1982 was passed.The S corporation is favored by investors because it affords them the best of both worlds: S corporations offer many of the benefits normally attributed to partnership taxation in addition to the limited liability benefits normally enjoyed by limited liability corporations (LLC). It is foreseen that changes in the law will further fine-tune the S corporation, thereby maintaining its status as a preferred vehicle for conducting business.Although an S corporation resembles an LLC in operation and concept, you can quite easily distinguish between the two. The S corporation is a federal tax hybrid enti
So every decent CIO attempts to control this ballooning budget overspend monster and it's here that is perhaps the root cause of the difficulties they experience. In the case of large organisations (particularly financial institutions) one endures a long drawn out and intensive budget setting process. At the end of which the overall budget for IT is determined and then the costs allocated (with different degrees of science depending on the organisation) to the individual business units and functions. The spending is based o
So you've decided that you want to get into pharmaceutical sale. And why not? With such benefits as high income potential to six figures, a recent model company car, lots of freedom and independence as well as the opportunity to work with highly educated medical professionals, it's no wonder why many individuals wants a pharmaceutical sales job.Good money can be made with the added benefit of having no boss being around 95% of the time. There are also the opportunities to travel to nice resorts and entertain business clients all on company paid expenses.But the big problem is getting into the pharmaceutical industry as it is often seen as a closed field that is open to only those with prior experience. The competition for job positions is stiff as well with hundreds of applications sent in for every opening. So here are some general things to consider if you want to pursue pharmaceutical sales as your next ca
The CIO is probably the hottest seat on the "C" suite in terms of pressure and demands and that gets reflected in terms of a short tenure in the job. As individuals, they are typically bright, intelligent, hard-working and committed - and yet when you visit the offices of their colleagues frequently they are demanding that their CIO needs to go and go soon.
How long does a CIO last?
In the bad old days around the turn of the millennium - in the times of the dot-com crazy years of explosion growth and sudden collapse the accepted wisdom (or should I say urban myth) a typical CIO could expect to last 18-24 months in the job. These days, they get a while longer at the helm some say around 3-4 years (Forrester poll) and others 4-5 years (Gartner poll).
You've got to keep the lights on!
The most obvious requirement for any CIO is to keep the core IT systems and basic infrastructure working. If they stop and the organisation ceases to function properly, then they are not going to stay around long. I guess in over 25 years of business experience, I've only seen these catastrophic failures happen 2 or 3 times and the CIO incumbent pay the price of failure. Business users and customers expect IT to work and by and large it does. I suspect expectations of reliability increase year-on-year and most CIOs are on top of this fundemental part of their game. Perhaps the big downside, is that the substantial time & efforts typical CIOs and their staffs spend "keeping the lights on" puts them under pressure in othe key strategic areas that can ultimately cost them their jobs.
So why do senior executive colleagues want to fire their CIOs so much?
I often reflect on a number of the CIOs I know well personally. I often struggle with the paradox that despite they are great people, dedicated to their jobs and achieve great things for their organisation with the frequent situation that many of their colleagues want to see them fired? How can such an uncomfortable situation arise?
Perhaps at the heart of it is the relentless increase in the demand for IT to help a modern large-scale organisation function successfully with the constraints of time, resources and most of all money to fulfill these expectations. We all know that the units costs of technology is falling year-on-year, the problem is that the demand is increasing even faster. This means that left unchecked, the costs for IT would explode year-on-year - and if this happens every CIO knows that they will be out-the-door before the kickoff budget planning round has even finished.
So every decent CIO attempts to control this ballooning budget overspend monster and it's here that is perhaps the root cause of the difficulties they experience. In the case of large organisations (particularly financial institutions) one endures a long drawn out and intensive budget setting process. At the end of which the overall budget for IT is determined and then the costs allocated (with different degrees of science depending on the organisation) to the individual business units and functions. The spending is based on
Millions of people are starting online businesses in hopes of creating additional income for themselves and their families. With many men and women sharing the same names how do you get your name to stand out?The only solution is to create a Unique Personal Brand.What is a personal brand?A unique personal brand is a word or phrase that describes you. It is what sets you apart from every other internet business owner.Some people have been fortunate enough to create a following for their own name, while others are associated with a website, line of business, or marketing strategy.What it represents is your Unique Selling Proposition (USP) on a more personal level.How do I create a unique personal brand?Creating a personal brand does not need to be difficult, but it does require a lot of thought. You will want to create something that will be attached to you for years to come
You've got to keep the lights on!
The most obvious requirement for any CIO is to keep the core IT systems and basic infrastructure working. If they stop and the organisation ceases to function properly, then they are not going to stay around long. I guess in over 25 years of business experience, I've only seen these catastrophic failures happen 2 or 3 times and the CIO incumbent pay the price of failure. Business users and customers expect IT to work and by and large it does. I suspect expectations of reliability increase year-on-year and most CIOs are on top of this fundemental part of their game. Perhaps the big downside, is that the substantial time & efforts typical CIOs and their staffs spend "keeping the lights on" puts them under pressure in othe key strategic areas that can ultimately cost them their jobs.
So why do senior executive colleagues want to fire their CIOs so much?
I often reflect on a number of the CIOs I know well personally. I often struggle with the paradox that despite they are great people, dedicated to their jobs and achieve great things for their organisation with the frequent situation that many of their colleagues want to see them fired? How can such an uncomfortable situation arise?
Perhaps at the heart of it is the relentless increase in the demand for IT to help a modern large-scale organisation function successfully with the constraints of time, resources and most of all money to fulfill these expectations. We all know that the units costs of technology is falling year-on-year, the problem is that the demand is increasing even faster. This means that left unchecked, the costs for IT would explode year-on-year - and if this happens every CIO knows that they will be out-the-door before the kickoff budget planning round has even finished.
So every decent CIO attempts to control this ballooning budget overspend monster and it's here that is perhaps the root cause of the difficulties they experience. In the case of large organisations (particularly financial institutions) one endures a long drawn out and intensive budget setting process. At the end of which the overall budget for IT is determined and then the costs allocated (with different degrees of science depending on the organisation) to the individual business units and functions. The spending is based o
Job search on the internet has gradually become common. The rapid growth of the online culture with more and more people surfing the web followed by more and more different offers, mean that the internet has become a useful tool for many everyday activities.We have also seen an increase in the number of people doing a career search online or using the web in the search for employment. Since large online employment or work position databases has grown tremendously the recent years, more and more career or job position searchers have found it much easier and more convenient to use the internet rather than the old-fashioned way of combing the local newspaper.Even though the internet provides online marketplaces where the average person can choose between jobs or positions from sources that outperforms any traditional employment source seen before, when it comes to the amount of jobs and the variation width o
So why do senior executive colleagues want to fire their CIOs so much?
I often reflect on a number of the CIOs I know well personally. I often struggle with the paradox that despite they are great people, dedicated to their jobs and achieve great things for their organisation with the frequent situation that many of their colleagues want to see them fired? How can such an uncomfortable situation arise?
Perhaps at the heart of it is the relentless increase in the demand for IT to help a modern large-scale organisation function successfully with the constraints of time, resources and most of all money to fulfill these expectations. We all know that the units costs of technology is falling year-on-year, the problem is that the demand is increasing even faster. This means that left unchecked, the costs for IT would explode year-on-year - and if this happens every CIO knows that they will be out-the-door before the kickoff budget planning round has even finished.
So every decent CIO attempts to control this ballooning budget overspend monster and it's here that is perhaps the root cause of the difficulties they experience. In the case of large organisations (particularly financial institutions) one endures a long drawn out and intensive budget setting process. At the end of which the overall budget for IT is determined and then the costs allocated (with different degrees of science depending on the organisation) to the individual business units and functions. The spending is based o
Feeling authentic at work can be a challenge when you hate your job and it feels like a perfectly wrong fit for you; but, you can begin to work more authentically when you practice listening to your body.Step 1 – Identify all of the things you do at work that feel counter to your authentic self. Can you name the feelings you associate with the tasks? Can you identify what is going on for you physically when you are doing or saying things that feel counter to your authentic self?I worked with one client who was a reporter. She knew from a very young age that this is what she wanted to do. She had dreams of reporting on important pieces and writing stories that spoke to the human spirit. Instead, she found herself constantly fixated on the next big story because that’s what was paying the bills. She would push and shove to get a word in and more times than she liked to admit, she found herself prying in on pe
Perhaps at the heart of it is the relentless increase in the demand for IT to help a modern large-scale organisation function successfully with the constraints of time, resources and most of all money to fulfill these expectations. We all know that the units costs of technology is falling year-on-year, the problem is that the demand is increasing even faster. This means that left unchecked, the costs for IT would explode year-on-year - and if this happens every CIO knows that they will be out-the-door before the kickoff budget planning round has even finished.
So every decent CIO attempts to control this ballooning budget overspend monster and it's here that is perhaps the root cause of the difficulties they experience. In the case of large organisations (particularly financial institutions) one endures a long drawn out and intensive budget setting process. At the end of which the overall budget for IT is determined and then the costs allocated (with different degrees of science depending on the organisation) to the individual business units and functions. The spending is based o
Among many things, Donald Trump is a successful businessman and an extremely wealthy individual. Donald Trump is perceived by the mass public as a true corporate King. The question is who are all these people that competed so fiercely against each other during the hour that the Apprentice show was broadcasted and why did they strive to prove their skills so as to secure their position in his empire? One might support that they are the products of America's powerful media networks, the gladiators of our postmodern reality. But are these reality shows we tend to watch ritually, the mirroring of our contemporary culture, or are they the outcome of today's spectators' confusion regarding the prevailing notions of modernity, revolution and self-development?To be a citizen of the modern world, is equivalent to remain open to change and evolution, to be able to explore and create, accept or reject, all those forces and trends t
So every decent CIO attempts to control this ballooning budget overspend monster and it's here that is perhaps the root cause of the difficulties they experience. In the case of large organisations (particularly financial institutions) one endures a long drawn out and intensive budget setting process. At the end of which the overall budget for IT is determined and then the costs allocated (with different degrees of science depending on the organisation) to the individual business units and functions. The spending is based on a whole series of assumptions - which in practice turn out to be over optimistic. Business demand nearly always exceeds the assumptions in the budget (whether for infrastructure, desktop & communications or applications & projects - or all of them together) - the CIO is then sucked into a policing issue trying to enforce standardise solutions (to keep unit costs down), seek out and destroy skunkwork initiatives or suppress & defer and demand.
You can't keep the spending tide back
Despite your best efforts in putting in place control systems to control spending, many CIOs ultimately fail to keep the overall IT costs under control. You might be able to keep those costs you have direct control over, but user departments find a way to fund the spending you try to suppress regardless. Eventually the CIO and Finance catch you out when they get around to aggregating all of the IT related spend going on in the organisation, that can be 50% to 100% higher than you think it is. You may have not been responsible, but you are judged to be accountable for this overspend :-(
Business users hate the words NO & WAIT! All to frequently, the CIO and their teams are involved in saying no or never to business demands for more IT (from Blackberries to new CRM systems). Much of the demand can be simply status driven (I must have a Blackberry too as all the other senior managers have one). The CIO may try and put in prioritisation and approved processes in place - but to the business user these can seem to be bureaucratic roadblocks deliberately put in place to stop them getting what they want.
Nobody loves you anymore :-(
If you are not careful, as CIO you end up with a personal reputation as obstructive (insisting on standards), a conehead (asking colleagues to invest in major infrastructure investments they don't understand), ineffective (as new projects never get delivered fast enough) and pretty isolated. Setting aside the business & technology challenges, long tenured CIOs make a big effort to build their personal relationships with key colleagues outside of Technology.
The service sucks!
Sometimes the service just sucks. The root cause can be over aggressive negotiation and bidding of an outsourcing contract that forces the other party into dysfunctional behaviour in order to try and recoup their losses on the contract they signed with you. Sometimes it's down to an offshoring exercise (internal or external party) that doesn't work out to well. The cost savings turn out to be
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