Recently I had some opportunities to talk to the bankers in the second-tier companies, and I used to be amazed by how strong and practical their interest to M&A offers between Japanese and Russian companies is. What is most surprising for me, is that both Japanese financial behemoths, to 1 which I belonged until very lately, apparently talk about Russia more than actually do anything. It’s the second-tier companies that walk the talk.
Did the CIO do what he/she said he/she would do? While success can be considered a fuzzy term, any effort to quantify accomplishments and/or related projects to organizational/divisional/unit goals is effective. Many CIOs create “options for the business” that the business cannot monetize or focus on. The certified result is more important than quantified dimension: The CIO should be developing an IT strategy and providing on that plan. Having way too many metrics focused final results means the CIO might spend too much time measuring and looking to quantify the benefits – which is very difficult. IT delivers value, but that value is at a framework sometimes, and difficult to quantify.
In summary, since each company is different, the measurement criteria in each area is, of course, specific to the company requirements. Generally speaking, the success of the CIO is based about how he/she is personally gratified with his/her performance, how his/her departmental KPIs are performing and how aligned he/she has been with his/her contribution to the corporate KPIs.
- Hearing impairment
- Use of Leverage
- Nathan Warburg. His
