Business systems projects are hard. At the start of the journey aspirations are high and investment constrained. Often by the end it’s the aspirations that are constrained and investment that is high. As a rule of thumb we see the results of systems projects falling into equal portions of success, disappointment and failure. So given that context it seems self-evident that taking on a significant systems implementation project is a challenging adventure, and not for the faint hearted.
To borrow a football analogy – what does it mean for CIOs to be “in the game”. How can CIOs be relevant to their organisation, and be seen by their colleagues as being key contributors to the organisation? We asked a group of 30 CIOs this question, and there was strong agreement that they needed to demonstrate a track record of being “in the game” in order to be effective in their roles.