What is key to the success of today’s CIOs is

“The New CIO not only has to focus on technology issues but must also focus on business strategy and marketing”

We posted our views, which we’ve reproduced below, as this is a very interesting subject. Traditionally, CIOs have been promoted over years of experience in an organisation. Once of the potential limitations of the “worldly wise” CIOs is that their wisdom may not be too valid in today’s world. This is particularly true in the context of marketing and the use of social media.

As you rightly say, the “New CIO” has a far broader remit on which he/she must deliver. The traditional CIO who, often, was viewed as the technology guru - the person who could turn data into information - is almost dead.

The role is certainly more challenging now. Delivering to marketing/marcomms business units is critical. Historically, these guys are very unforgiving when it comes to technology - “what do you mean I can’t have it by Monday? I must have it by Monday because we’re sponsoring a golf championship”. Also, they are far more reactive than any IT department (outside of a startup) has ever been. The combination of their intoleratnce (occassionally) and their ability to react swiftly does not always mix well with a CIO or an IT Director.
What I think this demonstrates though is that the CIO *must* be an all encompassing role across the width of the business. There can be no allegiances to vertical business units without letting down others.
I think that a good way to illustrate this is with the marketing/marcomms department again. For instance, they are often responsible for the web presence. This may have a portal for customers which means there needs to be an interface to CRM or contact management. Perhaps you can buy a product or service online too which means an interface to inventory management/ERP and also to financial data. Then, as if that were not enough, perhaps there is a partner or dealer network.
Failure to consider all of these areas would mean a short life for a CIO

Project Brief:

The business had started primarily as a lifestyle business delivering healthy food meals direct to the customer’s door. Targeting the middle aged female market, business boomed following several articles in the mainstream press and suddenly, the business found itself with more work than it could handle. With 80+ new customers signing up each day, the business needed to implement an IT infrastructure fast, whilst also moving into larger premises and employing new staff.

The Solution:

Condor Strategies Consulting assisted with the selection and evaluation of supplier support tenders. They also sourced and implemented an outsourced email provider and assisted with the sourcing and selection of an off-site ERP solution.

Key Performance Indicators:

With 90% of orders being taken online, the new system enabled the business to manage suppliers, track shipping and inventory and stock control as well as processing online payments. They were also able to manage their customers much more effectively with an ERP solution that provided customer data and segmentation, logistics tracking and automated responses.

The new website is live, with new content. We’re not planning on moving the whole of the old blog over at the moment and will start fresh.

Thanks for staying with us.

Ricoh’s EMEA website network had a fairly basic web build and design which did not lend itself to good SEO having been build on a third party CMS system. Ricoh works directly with customers and also through reseller channels and so needed a site which looked after customers needs as well as those of their resellers, providing them with the right tools and collateral to help them pitch and win new business.

The Solution:

Condor Strategies Consulting worked with Ricoh on managing the redesign and delivery of their 15 websites. This including managing the external creative process as well as sourcing and managing a third party IT supplier  (a leading top 5 Consultancy). Condor Consulting Strategies also developed a ‘product filter’ tool, which enabled customers to drill down information that was entirely specific to their needs and help them find the best information for their enquiry.

Key Performance Indicators:

Condor successfully delivered the project within the time frame of six months and within budget. The biggest performance indicator reported by Ricoh was the immense satisfaction and positive feedback from the 15 countries. As a result of the project, Ricoh achieved an increased online presence, greater customer interaction and greater brand value.

Testimonial:

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