1. What type of team does the new CIO have? What do you see as
the key problem with the team?
2. How do you think that the team evolved to this low level
of cooperation and cohesiveness?
3. What suggestions do you have for the CIO to help her turn
this collection of individual regional and department heads into a
top-performing team? Explain.
Hi. My name is Jenny McConnell. I am the newly appointed CIO
of a medium-sized technology company. Our company recruits top
graduates from schools of business and engineering. Talent,
intellect, creativity-it’s all there. If you lined up this crowd
for a group photo, credentials in hand, the “wow” factor would be
there.
Our company is spread over a dozen states, mostly in the
Northwest. The talent pool is amazing across the board, both in IT
and in the rest of the company. But when the CEO hired me, he said
that we are performing nowhere near our potential. On the surface,
the company is doing fine. But we should be a Fortune 500
organization. With this much talent, we should be growing at a much
faster rate. The CEO also said that I was inheriting “a super team
with disappointing performance.” His task for me was to pull the IT
stars into a cohesive team that would meet company needs for new IT
systems and services much faster and more effectively.
Without making our superstars feel that they were being
critiqued and second-guessed, or indicating “there’s a real problem
here,” I wanted to gather as much information and feedback as
possible from the 14 team members (regional CIOs and department
heads) who report to me. I held one-on-one meetings in order to
give a voice to each person, allowing each individual to provide an
honest assessment of the team as well as areas for improvement and
a vision for the future of team efforts.
I was surprised by the consistency of remarks and opinions.
For example, a picture emerged of the previous CIO, who was
obviously awed by the talent level of team members. Comments such
as “Bob pretty much let us do what we wanted” and “Bob would start
the meeting and then just fade into the background, as if he found
us intimidating” were typical. The most disturbing comment, “Bob
always agreed with me,” was expressed by most of the team members
at some point in our conversation. It was as if the regional heads
believed that the CIO wanted them to succeed by doing as they
thought best for themselves.
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