Are You Letting Demand Side Projects Slip?
Strategy+Business’ article on “The Practical Visionary“, with this excellent illustration by Paul Wearing, introduces Michael Gliedman, CIO of the NBA as the “model 21st century CIO”:
“…he is training his focus on the demand side of the IT business equation, where the needs of the business are paramount, rather than spending most of his time on such typical supply-side concerns as cutting IT costs — although these responsibilities are still very important. He has become a serious contributor to the league’s business results by harnessing powerful new technologies that make real-time information attractive and accessible both internally and to the NBA’s constituents and fans around the world.”
While I agree with the demand side focus, which is often neglected by supply/infrastructure-minded CIOs, I’m not sure CIOs can steer a business to demand side projects without a PMO-like organization. PMOs, who handle both IT, marketing and other projects, can help avoid the “supply” side focus of a typical CIO. In a business like the NBA, many of the IT projects naturally migrate to “demand” side. This is not so in other businesses like manufacturing. Once supply side infrastructure is largely up and running, a balance of supply and demand side projects is necessary for a company to be best-in-class.
Do you have a 21st century CIO? Let me know about it. Can an organization focus on demand side projects without the help of a PMO-like organization?
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POSTED IN: Best of the Best Practices, PMOs and Portfolio Management
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