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Prem Kamble
Top IT Professional, Consultant & Trainer in Behavioral IT™, an essential skill for CEOs, HoDs and Managers in IT-Driven world. Consults on Behavioral IT Model of IT/ERP Success. Author of "God in Two Minutes" (unique study of God & Religion), he writes on Managing IT-Driven Change, Psychology, etc.
 

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Building Brand IT

Aug. 21, 2012 4:41 pm

I agree with the author of the post CIO Brand Value when he says that a CIO needs to build a brand for himself and his department in his organization. But before a CIO can build his “Brand CIO”, there is a need for the IT industry to build “BRAND IT”.

The CIO’s task in brand building is doubly tough as the general impression about IT and IT folks is, unfortunately, not so great. Comments like “IT folks do not understand business”, “They are in their own world”, “IT Folks don’t listen, they think they are always right”, etc. etc. are not uncommon.

In this backdrop, I believe that there is a need to first build a “BRAND IT”. By “Brand IT” I mean a brand for the IT departments and the IT folks in general, an image building in the eyes of all senior and top managers. Such an effort will ultimately help each CIO build a brand in his company. The CIO needs help because s/he starts off with a handicap – against the high expectations of the managers from a technology which is overrated. My article “In the Wonderland of Information Technology” contributes in a small way to correct this perception. Forums like CIO Associations, Computer Society, etc need to take it up as a cause. This needs to become a movement.

I will narrate a small story to illustrate this need for a facelift for IT.

A manager once took me into confidence and said, “I know you are different (he was being nice to me), but why are all IT folks so possessive about the solutions they offer? If you suggest to them changes and improvements in the system, they get angry instead of accepting them readily in the interest of their customers. They get angry because their big fat ego cannot tolerate a criticism of their solution.” He therefore felt that the IT folks were not open to suggestion.

This, I would say is not a one-off manager. Most managers carry this impression about IT folks.

I said, “You may be right when you say that the IT folks get angry when you ask for changes. But they get angry not because of their fat ego, not because they think their solution was the best, nor do they get offended by your criticism. They get angry because they think that you did not have the time for them when they came for the requirements study. You could not give any inputs then, and now when they have built a castle on top of the requirements given by some x-y-z folks in your department, you have all the bright ideas to suggest changes even before stepping into the castle.”

If you analyze this story, the mistaken belief of the manager about the IT folks has roots in his ignorance of basic rules-of-the-game of an IT project. He did not appreciate a simple fact that IT projects followed fixed stages like scope definition, freezing of specs, sign off, design, configuration or development and implementation of the first version, and that all his bright new ideas had to, therefore, wait till the next version. Added to this is an ignorance of the fact that it is not so easy to change the software. If it really was a castle which was built for him, he would know that he cannot ask for modifications in the room layouts and move the pillars left and right because it is obvious in the physical world. But in the virtual digital world, there is a mistaken subconscious belief that, with the magic box called computer, changes can be made left and right.

These appear to be trivial things, sometimes difficult to identify, but very important for the users and managers to know. Now what would you call this lack of awareness? There is certainly a need to educate managers, HODs and CEOs if we want Brand IT to improve and IT folks to succeed. And I believe there are some very simple facts to know and some things to unlearn for the managers. The problem is that they are not so obvious. CIOs need to, in their own interest, identify these not-so-obvious causes of confusion and educate their customers.

 
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