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My guess is that this is a new CIO position and not just a replacement of an existing one. To determine if a person from the existing organization would even be considered for this position, you should answer these questions. Why has it been determined by the administration that this position should be created? Where does this person report and what powers will he/she have to create transformational change? Is the person a director for just IT or projected to be an institutional leader for the whole organization? Is the existing culture part of the problem that needs to change? Transformational leaders are not usually siting around in existing organizations just waiting to be promoted. If your organization really wants to transform itself then don't play it safe and pick someone who fits into that culture. Have any of you been in a similar situation? I have been the first CIO for organizations that wanted change three times. The organization created the new CIO position to be an institutional leader and expected performance equal to the other C class employees. The role did not exist in the past and more often than not most leaders around the table didn't want to give up the power the CIO needed to make the necessary changes. In all cases, the existing culture was part of the problem and it was a blind spot for many sitting around the table. Small or large failures of any strategic or tactical solutions are almost always related to leadership. Taking the power one needs to help lead transformational change is probably better done by someone from the outside. I am not saying it couldn't happen but if that person existed, he or she would already be leading your change efforts. Mitch Davis CIO Bowdoin College 9600 College Station 308, Hawthorne/Longfellow Brunswick, ME 04011 Office 207 725 3930 Direct 207 607 9932 Fax 207 725 3764 Email firstname.lastname@example.org Admin: Jennifer Wienckowski - 207-725-3277 - email@example.com Good afternoon, I am part of an organization that will soon be onboarding a new CIO. At the moment we are leaning heavily towards promoting one of our existing employees to this position rather than hiring an outsider. This person has the benefit of already knowing our culture, how we do things and how we got here. One of the things that we need the new CIO to do, however, is to lead us in a new direction; doing different things to achieve better results. Have any of you been in a similar situation? If so, could you please tell me what supporting services you think would be most useful to this new CIO in their first 90 to 180 days? How can we take a known entity, recast them as a transformational leader, and help them to achieve some quick wins to reinforce the value of their new vision for our organization? Thank you for your help with this. Sincerely, Christian Advisor to State Department of Education ********** Participation and subscription information for this EDUCAUSE Con= stituent Group discussion list can be found at http://www.educause.edu/grou= ps/. ********** Participation and subscription information for this EDUCAUSE Constituent Group discussion list can be found at http://www.educause.edu/groups/.