Without it, you'll never get anything done. Four veteran CIOs share some tried-and-true techniques for convincing colleagues to do what's needed.
Last spring, Scott Heintzeman, CIO of Carlson Marketing, and his staff were developing new business intelligence systems. The project would support Carlson's marketing business unit 1to1, which helps clients mine their customer data to create individualized direct-marketing materials. Carlson executives expected the business unit—a new line of business within the company—to be one of its top performers. Heintzeman knew he had to deliver, but he couldn't do it on his own.
Heintzeman was not worried about the technology needed to support the unit. He was more concerned that 1to1 lacked a strong business leader—someone aggressive enough to establish business processes and rack up some quick wins, while personable enough to help employees through the inherent stress and uncertainty of a new venture.
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