Starting a new job is incredibly stressful as you’re thrust into a brand new environment with new people, new policies, and new systems that you’re unfamiliar with (not to mention checking out the snack situation and learning how to work the security card system -- after you get locked out at least once). Your first few weeks as the “new guy” or “new lady” buys you some slack, but you are still expected to learn as much as possible, as quickly as possible so you can start contributing. Well take that situation and multiply it by about a thousand and that’s what it’s like for a new CIO.
More than likely, the last CIO was fired because the organization’s IT portfolio was under-performing and costing too much money. This leaves the new CIO standing in a deep hole looking up from the very beginning. Even when the new CIO walks in the first day with a plan outline in hand, it’s usually thrown out the window when reality hits and they get a look at the entire application portfolio.
So with all this in mind, how can a new CIO make a real impact in his new job -- and fast? Moreover, how can he execute his strategic plan going forward to increase the business value of the entire application portfolio?
I recently penned an article for Architecture and Governance magazine on this very issue, so I thought it would be worth sharing here on the blog. Click here to read the full article.