"The top two results (improving the use of data and analytics to improve business decisions and outcomes; and identifying new ways IT can better support business/marketing) are very customer focused and it shows a really strong alignment between what the IT department is doing and what the organisation is doing. So if there's any doubt that the IT department isn't customer focused, you see here by the results that it is very much oriented towards those business objectives."
Adams also revealed the things that annoy CIOs the most about a vendor's approach. The top 5 on the 'annoy list' includes: unsolicited cold calls; lack of preparation or knowledge about the organisation; unsolicited email (spam); emails with no clear value proposition; and voicemails with no clear value proposition.
How can you ensure that your relationship with a CIO is the best that it can be? Adams said focus on three pillars: transparency, responsiveness and collaboration. "Making the organisation act as a seamless extension of your client's own IT staff — these are the things that the channel has always done well and are at the heart of continued success."
Continuing on the theme of forging strong relationships, a panel of three leading CIOs - led in discussion by IDG general manager of the CIO executive council, Caroline Bucknell - talked about their top business challenges, IT's evolving role and the shift in expectations of commercial arrangements.
The CIOs all agreed that forging strong relationships with channel partners should be a top priority. Treat it like a marriage and not a static relationship, but one that requires constant communication, compromise and mutual respect and understanding. It involves having open and honest discussions with each other, particularly when problems and issues arise. "It is cards on the table, open book, let's discuss it; let's see how we can fix it."
The panel concluded a true partnership is where both organisations have "skin in the game". It is not just a product sale, but a discussion about business challenges and meeting organisational objectives.
Additionally, the panel concluded focus less on vendor management and more on building relationships.
Top tips to a strong CIO/partner relationship
- Ensure constant and effective communication and discussion in order to build ongoing trust and respect.
- Have 'skin in the game' and enable a 'shared risk' scenario.
- Keep communicating when problems arise and have an escalation plan. Keep in constant discussion and accept constructive feedback.
- Find ways to do things in the interest of the client. Understand the business challenges and deliver real business value.
- Ensure optimum service delivery.
- Understand relevance and know how to solve business issues and help with delivering the CIO's priorities and objectives through the use of technology.
- Look at CIOs as partners — and not just someone to sell product to.
- Don't think of a relationship as 'vendor management,' but rather relationship agreement. If you have to manage the relationship, then it is probably not strong and prone to breakdown.
- Don't go over the head of the CIO — and make contact with CXOs.
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