Earlier chapters make it clear that IT strategy does not operate in a vacuum, but must take into consideration the strategies of the rest of the organization. Thus a new CIO or a CIO leading an immature IT department hoping to articulate a new strategy should engage the rest of the organization first for their plans before formulating one for IT.
As an IT department and the company around it mature in their ability to plan and to articulate strategic plans, the order becomes less important; insightful conversations can happen on a regular basis as dialogue flows freely in both directions. In that scenario it is still important to document corporate, divisional, and IT strategies, as it gives both junior and senior individuals insights into what will be focal for the year ahead, and what will not be focal, being absent from the plan. It also lets even the most junior staff see how their work ties into the highest-level strategy through the cascade.
A new CIO, even one promoted to that position from within, needs to listen before developing his or her own plans. Let me provide an example of a CIO who was promoted from within and proceeded to go on a listening tour of sorts before generating her plans. Here is the brief story of Kim Stevenson’s first few months as the CIO of Intel.
Kim Stevenson has one of the biggest jobs in information technology. As CIO of Intel, she leads a diverse team of technologists ...