C-Change '09: Nurturing and growing budding CIOs

KATHMANDU, NEPAL: Working with people is the most important thing we can do today, where we have this 'jumping to succeed' syndrome. We need to look at the topic in two parts: what do I need from my team; and what can I do to make that happen? These were some of the points raised by Shyam Malhotra, executive director, CyberMedia Publications, during the panel discussion: Nurturing and Growing Talent; Growing Budding CIOs.

He also announced the results of a short survey conducted during the C-Change Summit. The results were as follows:

1. I understand technology more than I know people! Only two people mentioned that out of 20 responses.

2. What percentage of time do you spend in developing people? Most said 20-25 percent; one said 80 percent.

3. Do you influence your company in a significant manner? About 20 percent of the respondents said yes.

4. What is the most important skill set? Some of the respondents mentioned team building, tenacity, etc.

5. Is attracting talent easier? Barring one or two, most disagreed.

6. How much of your training program is in non-technical areas? It was a 50:50 scenario.

7. How about people from other departments coming into IT? It was a 50:50 scenario here as well.

8. Do really capable people don't want to become CIOs? Everyone disagreed

9 . I have a person who can replace me now! Three respondents agreed; 17 disagreed.

What could be some of the answers to bring in more people so that the IT department runs well. This question, and several others were thrown open for the panelists, which included:

* Nishi Vasudeva, Executive Director-Information Systems, Hindustan Petroleum Corp. Ltd

* Niloufer Vazifdar, GM Internal Audit & IT, Forbes & Co Ltd

* Jaya Battacharya, AGM (IT and MIS), Simplex Infrastructure Ltd

* Vandana Avantsa, CIO, Motherson Sumi Systems Ltd

* V Subramaniam, CIO, (Otis India, Otis India JV & Ottis UAE)

Nishi said that not as much of layoffs as expected has been happening, however, it is a good time for the PSUs to grab young talent that is coming out. "We recently put out an ad for IT professionals. A whole lot of people are applying."

Subramaniam added that information is lifeline for any organization. "The team supporting us in managing this information becomes critical. Why does anyone join an IT function. Why attract talent in IT? Information is very important for an organization. People look at key challenges at any function they want to come in. They also look at the brand, the company, etc. Also, how are the current people working, and the credibility of the IT function in the company. He/she looks for what are the path breaking challenges. These are the thoughts that would go through anyone wanting to join an IT function.

On personal challenges, he said that there's fear of uncertainty, fear of learning, fear of responsibility, etc. "We created a change management program for the team. We tell them, these are your strengths."  These techniques are used to enable the person to become even more effective. "We created a brand out of IT. It spreads the message and across the business. We are in a better position to attract talent."

Nishi noted that it is important to also try to give each person an equal opportunity. "I come from the business side as the company decided that the ERP project should not be run by an IT department. What makes it easy is: if you have a strong tech team and you give them liberty, and manage them well, it works for us.

What are the concerns of some of the younger people? Niloufer remarked, taking the ladies' issue as primary. "Is there a glass ceiling? How far can you progress? Also, do we get an opportunity to work in new technologies? People ask us: what's their role, and what will we be exposed to! I am tempted to retain my old hand at the old function, and try to remain in the comfort zone."

Is there any way they can overcome their comfort zones? "I have to see what sort of material action should I take to avoid risks of pulling a person out," she added.

Jaya noted: "We give them the opportunity to learn, not only in technology areas, but in other business areas as well. It all depends on the areas in which they are working. We create redundancy. I mean, one person is not given the responsibility of one job. Others are also trained to handle the responsibility. That gives the person an exposure in other areas as well. Young people want to learn."

Commenting on some essential skill requirements, Vandana said: "The soft skills of managing people and managing financials are also essential, besides having knowledge of IT. For most of our people, it is a mandate that they visit the shop floor. The knowledge about the business is a must. These are some things we can sell to the new generation. When they are working with a purely IT company, they are not exposed to the business side. It is different when you work for a user-oriented company. As a CIO, you are much more closer to the business."

Impart skills that are required

This is an interesting situation! According to Jaya, you would be required to negotiate during the budget. Therefore, you would need negotiation skills to inspire your team to join you in your journey. "We give training in an organized way on topics and also hire trainers from outside," she said.

Niloufer added that job rotation surely helps and improves one's business skills. "New entrants could be too techy and may not appreciate it. We started off with on-the-job training. It has definitely helped me and given me business insights and business skills."

How easy is it to bring in people from other departments to work on or with IT? How do you go about getting people excited about this?

Subramaniam said: "When we implement an enterprise system, besides the IT team, you also need to partner with other business functions. When you create a success story, they come to see and realize that the culture of IT is good. That is when they start looking out for opportunities to get into the IT function. A partnership between business people and IT people does happen." He touched upon a variety of training programs undertaken by Otis to go about making this happen. And that led to the next question: typically, how many days of training would be necessary?

A spot survey indicated that five to six days of training are good enough! However, the panelists agreed that continual learning and continual education should be a way of life.

Vandana said: "You want to groom certain people, and therefore you may have identified some training program. Hence, the number of days for the training may vary."

How do you select people for training, especially in IT? What do you look for? Vandana added that obviously, the appraisal process is one such way. "There is a training need identification, which happens, during the appraisal. Two, we also conduct a lot of weekend sessions, where leaders interact. They can provide the necessary feedback."

Essential qualities of a future CIO!

The CIO panel was asked to list their wish list of qualities that should be present in any future CIO.

Nishi said: "As far as the essential qualities are concerned, a person should have the appropriate leadership qualities. Two, understanding of the business is important, as well as desire to understand the business. Taking all of these together, you can always develop an appropriate program. There is also the need for behavioral training as well."

Subramaniam added that the role of the CIO is a leadership role. "He/she needs to behave like a leader. Another skill is the ability to create change. Third is relationship building. You should be also able to build virtual relationships. Four, you should be in sync with the business and understand it as well. And last, the credibility of the particular person who you are looking to groom as a future CIO, is equally important.

Niloufer noted that CIOs also need to be self motivated as well. Jaya added that the CIOs should also be visionary and innovative in order to go far!

Finally, how do you encourage this person? Arun Gupta from Shoppers' Stop remarked from the audience: "First, put them into a shadow CIO role. Two, create an office for the budding ones. Three, challenge your own CIO: what are you going to do about me!"