Managing IT simplicity
CIOs wish all technologies and deployments were simple and straightforward, making the budget and time task a hell of a lot easier to meet.
CIO wrote about the cost and time it takes to manage complex technologies that don't easily integrate with existing core systems and applications, technologies that are not consolidated, technologies that require many days of training and slow down the business, etc.
The Hackett Group found that 'typical' companies run more than twice as many data centres as the world-class companies, and run an average of 39 applications for every 1000 end users, compared to just 20 at high-performing companies.
Communicating with project stakeholders
CIOs wish that wooing stakeholders with eloquent language just comes naturally. They wish they could get the most resistant business executives eating out of their hands and ensure all their conflicting needs and priorities will be met.
CIO wrote about the common mistakes CIOs make when communicating with business stakeholders such as speaking in technical jargon, focusing too much on the problem and not the solution, hard selling using scare tactics, failing to ask questions, not making stakeholders part of the process and not adequately explaining the value proposition.
Searching for the right talent
CIOs wish that not only the people with right skill sets are in abundance, but also they are easy to find. They wish the best candidates will come running to them, ready to build a career in the organisation.
At the CIO Summit 2012 a panel of IT leaders gave some tips on attracting and retaining staff, making sure IT teams get the right people and keep them for the long term. This can be focusing on staff's long-term goals rather than their wage packets, using profile tools and team building exercises, as well as getting to know interviewees personally.
Battling with offshoring versus onshoring
CIOs wish there are always low-cost resources for ever-shrinking budgets that don't come with potential long-term downfalls.
The reality is that offshoring can be cheap, but cheap doesn't always guarantee long-term success. CIO wrote about GM CIO Randy Mott's announcement this year that he will turn the company's 90 per cent offshoring /outsourcing of IT services and 10 per cent in-house completely around. The reason? With more staff being in-house, Mott believes he has more control over innovative processes.
Listening to IT vendors
CIOs wish they didn't have to listen to cheesy, disconnected sale pitches from numerous vendors on a regular basis. They wish all vendors always keep their side of the deal and don't try to take advantage of the relationship they have with the CIO and organisation.
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