Conclusion: In 2003 any failure of e-commerce systems through problems with supporting technology is seen as a failure of the whole organisation. Many business leaders have recognised that they need better models for governing IT investments and ensuring effective IT operations. To their dismay most CIOs have not recognised that change is required. Today many CIOs are ‘playing the wrong game’. Unless they quickly understand what is required they will be replaced with managers who do.
Many CIOs have remained focused on low cost operational support when they should be working hard to grow corporate capabilities in IT strategic planning, enterprise architecture, program and project management, relationship management and technology R+D.
For years CIOs have been waiting for an opportunity to work with business as a full partner. Today that opportunity is staring many CIO’s in the face and most haven’t recognised it.
Conclusion: Consultants can be a potent weapon provided you are using the right consultant for the right reason; you manage the assignment appropriately; and you insist on a deliverable that is implementable in your organisation.
CIOs should review their selection and management processes for consultants. Consultants should win assignments based on value for money outcomes - not on daily rates - and assignments should be managed end to end from the pre-proposal stage to implementation.