You are on page 1of 2

010 11 guest editor 7 4.

qxd 2006/11/21 01:54 PM Page 10

guest editor

Wanted:
helmsmen,
not
henchmen

Meaningful information management requires assertive information managers, argues


guest editor rik maes

o you share my feeling that something is their ritual dances and the financial markets their DJs.

D fundamentally wrong with the direction and


management of numerous companies, profit
and non-profit alike? At one time, top management used
The very fact that, in the meantime, these organisations
must be economised, rationalised, reorganised, closed
down, hived off, trimmed down, outsourced, offshored,
to engage in long-term strategy, first and foremost etc, is an unpleasant incidental circumstance, but, of
dealing with the intrinsic vitality of their organisation; course due to the omnipresent globalisation, just as
their functioning and their attitude resembled good hard-core reality as their golden salaries, their
fatherhood. platinum bonuses and their saffron handshakes.
Nowadays, they are “busy, busy, busy” with short- “That’s just the grim way markets function, but,
term results (the quarterly figures almost being long- fortunately, they function the same for everybody,” is the
term), while mainly exhibiting their own alleged virility inevitable response. Money is no longer earned by
and power. The fathers of our organisations have economic activities, but by money itself.
become unfaithful macho-men. Do you also share my feeling that something is
Mergers (as they are announced on an almost daily fundamentally wrong with the information management of
basis) and take-overs (as they regularly turn out) are these organisations?

10
convergence vol 7 no 4
010 11 guest editor 7 4.qxd 2006/11/21 01:54 PM Page 11

guest editor

Information and information technology are cost There is only one way to escape from this trap, and
centres, only opposing the enterprising dreams of the top. that is by emphasising the importance of information as a
IT departments all over the world are breathlessly strategic business resource, independently of the
rationalising, standardising, integrating, streamlining, re- supporting technology.
engineering, downsizing, etc in the vague hope of keeping For too long, information has been governed by IT
pace with the shifting expectations of the top; their future people, so that its contribution is basically measured in
is glowing, though in India. terms of the quality of its technical production rather
Lack of real interest and alienation at the top and
disillusionment and astonishment at the bottom go Information is determining the very
hand in hand.
One step further, and they are merely saving costs
identity of organisations and this should
and introducing systems in order to put their bosses’ be reflected in the mentality of CIOs
minds at rest: KPIs, SLAs, BSCs and other “quality
systems” (not to mention the SOX carousel) have than in terms of its effective application and its
replaced reality in these types of organisations. strategic business impact. CIOs should practise what
All that can be done in SAP is also done. Some time they preach: more and more, information is determining
ago, the University of Amsterdam announced that every the very identity of organisations, and this should be
academic staff member was supposed to document reflected in the position – and, above all, the mentality
his/her own spending of time in order to allow the board – of the CIO.
of the university to determine the price tag of one Enduring, sound and meaningful information
research hour. management needs true helmsmen, taking part in any
The directive was staggering. How, in heaven’s name, strategic decision made – not henchmen, trying to cope
was the University of Amsterdam capable of surviving for with any strategic ordeal issued by a board only partially
the past 374 years without such an essential (yet aware of the full potential of information as the business
fictitious) key indicator? resource par excellence.
What is important in this respect, is the following:
information managers, in general and chief information
officers (CIOs), in particular, should pay close attention to
their position in the splits between corporate strategy and
operations.
Strategic business-IT alignment is part of their day-
to-day concern, but they too easily pass over the fact
that the “busy-ness” on the shop floor and the strategy
at corporate level hardly match.
Not being on the alert for this means that they remain,
as far as the board is concerned, permanently relegated
to the operational level.
The CIO is in this situation barely more than the chief
facilities officer (although the abbreviation for the latter
function looks impressive).

11
convergence vol 7 no 4

You might also like