In the tsunami of digital transformation, it has dawned on boards that disruptive technologies pose not only a great opportunity, but also bring inherent risks. New technologies bring great promise to help businesses grow, improve efficiencies, and seize new markets. On the other hand, when an organization decides to embrace new technologies, they will come face-to-face with new business models and regulations that are unlike what they have ever seen before.
Boards may not be fully equipped to face the onslaught and speed at which new technologies are infiltrating the business sector. In fact, according to the 2018–2019 NACD Private Company Governance Survey, 80% of directors say that boards need to expand their knowledge of the challenges and risks of emerging technologies.
“We stand on the brink of a technological revolution that will fundamentally alter the way we live, work, and relate to one another”, says Klaus Schwab, Founder and Executive Chairman of the World Economic Forum (WEF).
Innovation has been accelerating for the past 300 years, but with today’s pace of technological advances, Schwab says the speed of current breakthroughs has no historical precedent. We are now entering a4th Industrial Revolutionwhere when compared to previous industrial revolutions, we are evolving at an exponential rate rather than linear rate.
Schwab describes: “The First Industrial Revolution used water and steam power to mechanize production. The Second used electric power to create mass production. The Third used electronics and information technology to automate production. Now a Fourth Industrial Revolution is building on the Third, the digital revolution that has been occurring since the middle of the last century. It is characterized by a fusion of technologies that is blurring the lines between the physical, digital, and biological spheres.”
IT department leaders are usually left out of the early M&A meetings during the pre-merger or pre-acquisition phase. “IT systems integration” discussions do not include IT managers until it’s too late. This phenomenon is all too common when it comes to understanding the full scope of IT priorities and what each organization brings to the tech table to ensure successful M&A experience for employees and customers.
According to the 2018 Deal Value Curve Study,only 19% of M&A professionals surveyed believed there was sufficient due diligence on IT systems and assetsbefore a merger or acquisition. This pitfall may stem from the fact that decision makers do not fully grasp the complexity of IT. Worse yet, they may fail to realize just how dependent the organization’sbusiness goals are with IT systems.
Surprisingly, IT system integration is not top of mind during M&A discussions. That’s detrimental for two reasons:
Let’s face it: an Interim Chief Information Officer has to be of instant value to an organization. A top interim CIO can take on any technically-challenging project that would be assigned to the permanent CIO, though they usually have a focus on bringing change and transformation to an organization.
While some Interim CIOs may be brought in to perform initial work such as a technology audit — a fast way to assess if an organization is optimally set up from an infrastructure perspective — in many other cases the need for an Interim CIO is driven by a specific project or initiative:
Business and ERP System Implementation >
When a company wants to automate process or functions from finance to accounting to supply chain and customer relationships,
All companies use information technology to some degree.
Great companies have CIO leadership on the management team to purposefully leverage information technologies in creative and sometimes disruptive ways – to grow business, produce faster than competition, enrich customer experiences, and make business transformation happen.
Many full-time CIOs dedicate their careers to one specific industry, and so their experience is vertically deep. Interim CIOs on the other hand, provide a unique perspective blending innovation and technology transformation across a variety of organizations and industries. They specialize in change, bringing an attractive depth-of-experience from a career of change management, while leveraging ever-evolving technologies. It is this change-leadership experience that is highly valuable to a proactive board or management team facing the challenge of business transformation, especially where information technologies are an enabling and differentiating factor.
Corporations know that innovation is key to their continued growth, but what happens when serious product or service reengineering is not within the organization’s DNA? What if the company is just too successful or set in their traditional world?
That is exactly what happened when a multi-billion dollar construction company came to us with a software division they had launched internally. While the company was superb at architecting, planning, engineering and building major construction projects, developing software was a new ball game.
Software runs the world but hardware and physical products are still part and parcel of our everyday experience. Bill Fienup and his co-founders set out an ambitious goal to help new manufacturers launch and grow. He started small with Catalyze Chicago, a nascent manufacturing innovation hub. Risking their own capital they rented 2,000 square feet, which quickly expanded to 8,000 square feet in five months, serving member companies who had raised $28 million from investors, generating $56 million in revenue.
But that wasn’t enough, and Bill’s plans became what is now mHub, an innovation center focused on physical product development and manufacturing.
We got the chance to do a Q&A with Bill, where we dove into his growing innovation hub and the future of manufacturing:
A multi-billion dollar consumer products company wanted to revamp the organization to stay competitive and relevant to customers around the globe. One area of focus was technology. IT had been outsourced, and as a result the company lost control of its ability to innovate. Acquisitions over the years compounded the problem, with divisions in silos operating with extreme variability in skills, behavior, interface and processes country to county.
From Europe to Asia to South America and North America, management came together with a vision to take a disjointed organization and transform it into one collaborative global IT structure. Under this model IT would take charge of application and infrastructure management, security, enterprise architecture, staffing, and performance management.
The global CIO had his hands full, running several initiatives:
In the Computerworld article “The latest in IT services? CIO hired guns“, Robert Jordan, CEO of the Association of Interim Executives explained to Computerworld that interim executives are responsible for “hiring, firing and making decisions”.
Thank you to RED Team members, Damon Neth and Dean Samuels, who also provided great insights. Dean Samuels, Interim CIO, said “This is exactly what the future is. We’ve gone from an IT asset portfolio to an IT service portfolio. So if IT has transformed into a services portfolio, why wouldn’t you get an IT service-oriented CIO as a service?”
Interim CIO, Damon Neth explained the honesty that comes with interim executives adding “I have no problem selling unpopular messages if I believe that they’re right for the organization or addressing the elephant in the room.”
In a digital world where everything that can be measured is measured, do you still need strong leadership? What difference does management make when data steers the ship?
Many technology companies have the mindset that data trumps all, but are some companies suffering as a result? Look to the news to see how this is playing out:
•Zenefits’ founder Parker Conrad was thrown out for creating a culture that violated insurance laws
•Uber’s CEO resigned for multiple behavioral reasons (writing code to defy local authorities; sexual harassment allegations; staff and senior team exiting or fired)
•Volkswagen techies wrote ingenious code to defeat auto emissions testing. Smart, but illegal.
First-year Change Agent members have access to the Interim Institute’s 4 hour audio program on the Fundamentals of Interim Management, and a one-hour strategy session to help jumpstart their interim career.
*$200 additional charge for Accelerator Program only applies for first-year members. After the first year, membership renews at $485/year.
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