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How IT Managers Can Stay Employed

Nearly every CIO knows the build-a-business-case drill when it comes to validating a new tech buy. Few, however, are aware that they may need to build a business case to secure their job or to move ahead in a promotion. Many erroneously believe simply keeping IT running smoothly will win them recognition for a job […]

Written By

Pam Baker

Jul 7, 2010

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Nearly every CIO knows the build-a-business-case drill when it comes to validating a new tech buy. Few, however, are aware that they may need to build a business case to secure their job or to move ahead in a promotion. Many erroneously believe simply keeping IT running smoothly will win them recognition for a job well done.

“Think of it this way, no one ever sends the water company thank you notes for keeping the water running,” said J. Greg Hanson, executive vice president of Operations at Criterion Systems and former CIO for the U.S. Senate.

That is not to say, however, that performance doesn’t count.

“If you are performing, either your organization will recognize and reward you, or your industry will,” said Shawn Banerji, managing director at Russell Reynolds Associates, a leading international Executive Search firm. “It’s hard to keep real talent in check.”

The steps to building the case

The formula for job retention starts on the most basic level: ensuring flawless information flows.

“No matter how elegant the future strategy might be, the CIO will not survive if the business is in jeopardy because of a shaky IT foundation,” said Phil Garland, a partner in PricewaterhouseCoopers’ advisory practice and the firm’s National CIO Advisory Solutions Leader.

The next step is ensuring relevance to the business as a whole and to the CFO’s and CEO’s goals in particular. Pay careful attention to the goals of these C-level executives because they can widely differ from one another’s.

Read the rest at CIO Update.