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Wednesday, November 01, 2006
CIO Turnover: A Four Year Itch
Guest: Mark P. McDonald
Mark P. McDonald
Group VP Executive Programs, Gartner, Inc.
Mark P. McDonald
Mark McDonald is a group vice president and head of research in Gartner Executive programs. He is responsible for the research agenda focused exclusively on CIOs and the business of information technology. Mark is the lead author of research in the areas of CIO credibility, the business use of advanced technologies, enterprise architecture and business process transformation. Prior to joining Gartner, Mark was a partner at Accenture, where he was responsible for the Centre for Process Excellence and methodology. He was the co-author of “The E-Process Edge” with Peter Keen (McGraw-Hill 2000).
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Title: Group VP Executive Programs, Gartner, Inc.
Guest: Gerard McNamara
Gerard McNamara
Managing Partner, CIO Practice, Americas - Heidrick & Struggles, Inc. Gerry McNamara is the Practice Managing Partner, CIO Practice Americas for Heidrick and Struggles.
Gerard McNamara
Gerry has a particular focus on senior executive positions in financial services within the technology and operations function, including CIOs, managing directors and executive vice presidents. He has lead successful CXO level searches for clients including Johnson & Johnson, Honeywell, Home Depot, Coca Cola Enterprises, Dupont and McGraw-Hill. He has also successfully conducted assignments in banking, asset management, insurance and diversified financial services companies. His clients in this area include Lord Abbett, National City Corporation, JP Morgan Chase, Options Clearing Corporation, AG Edwards, Standard & Poors and UBS. For his expertise in information technology leadership, Gerry is frequently quoted in industry trade publications including CIO Magazine, Computer World and CIO Decision.
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Title: Managing Partner, CIO Practice, Americas - Heidrick & Struggles, Inc. Gerry McNamara is the Practice Managing Partner, CIO Practice Americas for Heidrick and Struggles.
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On an average, about every 4 years, many CIOs move on. Some say there are no challenges left to resolve and others say that there are way too many! In either case it seems like a 4 year itch, the results of which may not be in the best interest of the organization or the CIO.
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Should IT still remain bureaucratic with command and control style management to be successful?
While IT wants to be in the forefront of innovation to help deliver business value, in order to produce predictable results, should it still continue to have bureaucratic decision making with command and control structure?
 
 
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