The Meaning of CIO Squared

An article in CIO Magazine (1 March 2012) describes the term "CIO Squared" as "the combination of chief information officer and chief innovation officer," and goes on to provide examples of CIOs that are both of these. 

While I respect this definition of the term and think innovation is certainly critical to the success of any CIO, and for that matter any organization in our times, I have been writing a column called CIO Squared for a couple of year now in Public CIO magazine and have other thoughts about what this really means. 

Moreover, I think the article in CIO missed the point of what "squared" really implies. 

Like the notion that 1+1=3, CIO Squared is a concept that the CIO is not just multi-faceted and -talented (that would be 1+1=2), but rather that the CIO integrates multiple facets and roles and synergizes these so that they have an impact greater than the sum of the parts (i.e. 1+1=3). 

I see the CIO Squared fulfilling its potential in a couple of major ways:

- Firstly, many organizations have both a Chief Information Officer and a Chief Technology Officer--they break the "Information Technology" concept and responsibility down into its components and make them the responsibility of two different people or different roles in the organization. One is responsible for the information needs of the business and the other brings the technology solutions to bear on this.  

However, I believe that fundamentally, a truly successful CIO needs to be able to bridge both of these functions and wear both hats and to wear them well. The CIO should be able to work with the business to define and moreover envision their future needs to remain competitive and differentiated (that's the innovation piece), but at the same time be able to work towards fulfilling those needs with technology and other solutions. 

Therefore, the role split between the CIO as the "business guy" and the CTO as the "technology whiz" has to merge at some point back into an executive that speaks both languages and can execute on these.  

That does not mean that the CIO is a one-man team--quite the contrary, the CIO has the support and team that can plan and manage to both, but the CIO should remain the leader--the point of the spear--for both.  

Another way to think of this is that CIO Squared is another name for Chief Information Technology Officer (CITO). 

- A second notion of CIO Squared that I had when putting that moniker out there for my column was that the CIO represents two other roles as well--on one hand, he/she is a consummate professional and business person dedicated to the mission and serving it's customer and stakeholders, and on the other hand, the CIO needs to be a "mensch"--a decent human being with integrity, empathy, and caring for others.  

This notion of a CIO or for that matter any CXO--Chief Executive Officer or the "X" representing any C-suite officer (CEO, COO, CFO, CHCO, etc.)--needs to be dual-hatted, where they perform highly for the organization delivering mission results, but simultaneously do so keeping in mind the impact on people and what is ultimately good and righteous.

Therefore, the CIO Squared is one who can encompass both business and technology roles and synthesize these for the strategic benefit of the organization, but also one who is mission-focused and maintains integrity and oneness with his people and G-d above who watches all. 

(Source Photo: Andy Blumenthal)

The Meaning of CIO Squared

Raise Your Glass To Great Bosses

It's a funny time of year. Folks are celebrating the holidays, and for some of them the traditional office party is full of cheer, while for others it’s a nightmare.

In a way it's a paradox for some that they have a holiday party with the same bosses that treat them otherwise badly the rest of year!

This reminds of some of the worst traits a boss can exhibit--here's a “top 10”:

1) Selfishness: Every day it's all about the boss--their power trip, their ego, their next promotion--instead of about the mission and the customers.

2) Amoral: To some, integrity and business do not go together.

3) Discrimination: They tolerate or in too many cases, even exhibit blatant discrimination themselves.

4) Disrespect: This can be overtly or implicitly, hurting the employee professionally and personally as well.

5) Inconsistency: Flip-flopping is not just something that bothers people about politics, but it makes for a bipolar work environment, where employees are damned if they do and if they don't, but the boss can always say, “I told you so (and the opposite).”

6) Favoritism: Plays favorites instead of judging employees only on the true factor, merit. This causes workers to become demoralized as they see people hired and promoted for all the wrong reasons.

7) Insecurity: They are threatened by seemingly everyone and everything--can't give anyone else credit or recognize the good around them--a one-person team who sees anybody else’s success as implying their own failure.

8) Competitive: They have to be the smartest person in the room, and innovation and objectivity is squelched--no risk is worth the wrath of “boss Khan.”

9) Stealing: If someone else does have something of value to contribute, this boss just steals it and presents it as their own (attribution or recognition, what for?)

10) Micromanagement: Looking over your shoulder every minute, redoing your work, not trusting you, they are control freaks, a complete nightmare to work for.

Bosses come in all shapes and sizes. I’ve been fortunate to work for some of the best, and I hope that I do them justice with my own employees over the course of my career.

Here’s hoping that at your holiday party, you were able to raise your glass with a boss who makes you feel valued and respected--that's a holiday party to really celebrate!

(Source Photo: here)

Raise Your Glass To Great Bosses

Five Ways To Motivate Employees With Meaning

Five Ways To Motive Employees With Meaning

By Andy Blumenthal

(Published in Information Management)

Employees need to be motivated to perform. No, not just with money, and not even with a pat of the back (although both can go a long way to demonstrate appreciation for a job well done).

People need to know that their efforts have meaning and effect—i.e. that they are not in vain. This can have some of the biggest impact of all on motivating behavior, because people inherently want to be productive human beings and for their life to have some ultimate significance. This concept was best portrayed by Victor Frankl, the Holocaust survivor who wrote In Search of Meaning, and it is the basis of logotherapy, which has been shown to help sufferers of terminal illnesses better cope with the remainder of their lives.

When people at work feel that they have no chance to succeed, they may cease to find meaning in their efforts. This can lead them to decrease their engagement at work instead of going all out to prove themselves. As the Wall Street Journal noted in a recent article, this is what happens when golfers compete with extremely superior rivals like Tiger Woods, and they just “cave.”

Why this de-motivational reaction from people who care about doing their best?

From an IT perspective, this is like an Integrated Definition Function Model (IDEF 0) that examines input, process, output, and outcome: When loss is viewed as a predestined outcome, the process is seen as meaningless, and the input therefore as wasted. In the face of meaninglessness, people recoil to save their energy for something they feel that they can really have a shot at, rather than invest in something that they see as going nowhere.

If the above is true, then, why do some people “fight to the death” when their “backs are against the wall”?

My grandfather used to say, “Where there is life, there is hope.” Some people are able to confront what seem like insurmountable obstacles, and fight their way forward anyway.

This is the core theme of the “Rocky” character and the incredible success of the movie series. In every movie, Rocky represents the determination to succeed against all odds.

I believe that the essence of life is the search for an opportunity to make a meaningful difference, and when one is able to make a difference, that is inherently motivating. (And so of course, the opposite is true.)

So if you are a leader, and your employees are demoralized, how can you engage them so that they feel like their work makes a real and significant difference? Here are ways that work:

• Visualize the end-state: Articulate for people a compelling vision and a clear set of goals as well as why they are important.
• Take an incremental approach: Show people an incremental path forward; small wins can add up to big success.
• Focus on the customer: Look together at positive downstream effects of their work on their customers (and other stakeholders).
• Make use of their work products: No one wants to build “shelfware.” Demonstrate that you really do appreciate their efforts by actually using the work they generate.
• Be a mensch: Treat people according to the Golden Rule; for example, it’s really a small thing to say “please,” “thank you,” ad even an occasional “how are you today?” By treating people with respect, you show that they are valued personally and professionally.

As a leader, what better way to motivate and drive personal and organizational success then to provide genuine opportunity to contribute of ourselves in a meaningful way, in a way where our efforts have an impact, are valued and valuable, and where everyone can succeed.

Five Ways To Motivate Employees With Meaning