How IT Can Help Cash-Strapped Government Agencies Better Serve the Public for Less

Government agencies are in fiscal trauma right now. Billions of dollars over budget, many states are taking drastic measures to cut costs. Federal CIO Vivek Kundra and CTO Aneesh Chopra are aggressively pursuing software as a service and cloud computing as one way to cut costs, and the state of Utah is planning a private cloud to serve local agencies.

Governments are also building next-generation web sites to deliver a variety of services online. According to Government Technology, Utah.gov provides more than 860 online state government services. New features on its wonderfully designed website include location awareness, a new multimedia portal, Web 2.0 services, a data portal, forms search capabilities, and mobile applications.

The following presentation, which I gave at the annual conference of the South Carolina IT Directors’ Association last week, evaluates the current challenges of government agencies to provide services in a new way while continuing to cut costs. IT can definitely help.

To view this presentation with the speaker’s notes, go to my page on Slideshare.

Slide 30

According to Government Technology, Utah.gov provides more than 860 online state government services. New features include location awareness, a new multimedia portal, Web 2.0 services, a data portal, forms search capabilities, and mobile applications.

Add comment September 24, 2009

Great Communicators: Kimberly-Clark CIO Ramon Baez

The first in a series

Effective CIOs all have their own style and approach to leadership. One thing they have in common is the ability to communicate well at all levels of their organizations. They understand that communication is a collaborative process, as much about asking questions as answering them; as much about listening as talking. It’s a conversation.

Ramón Baez, CIO, Kimberly-Clark

Ramón Baez, CIO, Kimberly-Clark

For IT professionals who began their careers as technologists, this is not always a natural act. In this series, we’ll talk with business technology leaders about their own experiences with communication and leadership — what they’ve learned over the course of their careers, what their most effective practices are, and how they’re helping their teams become great communicators too.

I recently caught up with CIO Ramon Baez to talk about how communication drives strategy and change at Kimberly-Clark.

Lundberg: Where does effective communication fit in to business/technology alignment?

Baez: First, company leaders have to put their heads together and develop a shared mindset and vision for the company. That includes what our values and key priorities are. You need to lay out that framework before moving forward.

The next piece is you have to communicate the framework not only at the top layer of management – that’s the beginning – but get feedback from them to determine if the approach will work in their part of the business or globe.

Kimberly-Clark is very focused on being a stronger company on the other side of this global economic recession, and we are very focused on how to execute this with our whole team. It’s essential to lay out the plan and the vision for all team members to understand.

Over the past year, we’ve been focused on better managing our supply chain; doing a better job of sourcing from a global perspective; and optimizing our processes throughout the organization. Looking ahead, we are cautiously optimistic about business conditions. We need to continue our focus and momentum and re-engage everyone in the organization around innovation, customers and brands, and developing our people.

If you think of effective communication as a series of links in a chain, where within the business ecosystem are the most common breaks?

There are two places where things get disconnected: at the top layer of management and at the supervisor/team leader level.

In my past, I have observed that if the senior leaders don’t believe the organization is moving in the right direction, then the rest of the organization is not going to get it. If that’s the case, you need to find out why, quickly. Talk to them, survey them anonymously. They all may have a different view, but see where you have some overlap; these are the areas you need to attack first. Just remember, if you go out and ask the question, you have to be able to handle the answer.

The same applies to the manager/supervisor level. If they don’t believe in what you’re doing, or they don’t trust your leadership, you’ll have a significant disconnect.
This happened at one organization I worked at. When we did the engagement survey with first-line managers, we found out they didn’t trust leadership and didn’t believe we were moving in the right direction. At the same time, their teams loved them. Employee surveys showed a high percentage of satisfaction with team leadership. We had to find out what we were doing wrong.

In that case, it turned out that because we were moving so fast, we were not doing leadership development with that level of managers, and we weren’t listening to them. We’d been doing too much one-way communication instead of listening to their ideas about what we needed to do differently. When they started seeing senior leaders listening to them and taking action, they then began to tell their teams how much they believed in what we were doing. This created the necessary momentum to move forward.

You spent most of your career in aerospace and defense. Did you have to learn a new language coming into a consumer products company?

No matter what the industry is, the IT part is very similar: It’s your job to get accurate information to the business leaders quickly and in the most effective and efficient way.

However, there are differences. When you move into a new industry, you have to understand three things:

  • You have to understand the jargon – every industry has it, and even the same acronyms can mean different things in different parts of the same industry.
  • You have to understand how that business makes money; if you don’t understand that, you won’t be able to communicate with business leaders.
  • You have to understand their pain points.

So the first thing you need to do as part of successful communication is to listen well. At Kimberly-Clark, I spent the first 45 days travelling around the world to meet with the business folks first, then the IT team. The business leaders all had different things to say about IT.

Why do IT professionals often have trouble communicating with business colleagues?

Throughout my career, what I have seen is that many IT professionals may have started their careers very focused on the technology and not having to interact with their colleagues in the business.  As they progress in their careers, relationship management and communication skills become just as important.  At Kimberly-Clark, we provide relationship and conflict management training to help develop our IT professionals.  We had 150 people go through this process last year, and we plan to do more in the future to make sure we continue to drive value for Kimberly-Clark from an IT perspective.

What are some classic mistakes IT professionals make, and what can a CIO do about that?

Speaking in general, we don’t develop our people to be prepared to have those conversations. One of the things we do is role play with members of our team before important meetings or engagements. I may ask, if the CEO or the CFO asks these questions, how would you respond to them? Many times the first answer is way off – too focused on the technology or speaking in a language the business people don’t understand. We coach them to put their focus on the business problem – “this is how we’re going to fix this process” or “this is what the customer is going to experience” rather than “this is the technology we’re rolling out.” If there’s one thing for IT professionals to remember, it’s to lead the conversation with what business capability they’re enabling, not with the project or solution.

It’s the CIO’s job to create an organization that is able to communicate in a way that fits with the company culture. You also must have a strong leadership team to be successful in executing communication well across a large enterprise.

What other issues do IS staff wrestle with?

Oftentimes, IT people simply don’t speak up because they don’t have the confidence to communicate effectively with their counterparts in the business. It’s our job to coach them to think about their audience and what that group of people is trying to do before they send out an e-mail or make a presentation. We brought our communications team in to help develop templates for messages coming out of IS, to make sure we’re addressing the things that matter to businesspeople trying to do their jobs.

What’s the most important thing you’ve learned about communication in the course of your career?

If you come across as arrogant or self-serving, you’re going to fail. A CIO needs to understand and speak to the hearts and minds of others. And to do that, you have to listen and understand. Communication is a process, not an event.

____________________________________________________________________________________________________________________________

Ramon F. Baez has been chief information officer and vice president for information technology services of Kimberly-Clark Corp. since February 2007. He is responsible for leading Kimberly-Clark’s enterprise-wide information systems initiatives to support its future growth and to maximize the return on its information technology investments.

Ramon started his career at Northrop Grumman. Over the course of 25 years at the defense and aerospace leader, he assumed increasing responsibility for information services and data management, leading to his being named chief information officer for its electronic systems sensors sector. He served as CIO and VP for IT of Honeywell International Automation and Control Solutions group and, prior to joining Kimberly-Clark, as CIO of Thermo Fisher Scientific, where he was responsible for coordinating and directing worldwide information systems.

Mr. Baez holds a Bachelor of Science Degree in Business Administration from University of La Verne in California.

1 comment August 12, 2009

Storytelling and the Art of Change

Storytelling is a powerful tool when you want to drive organizational change, sell an idea, or just make a point.

There’s nothing new about storytelling. As a species, it’s in our DNA. Long before we had books and newspapers, telephones and telegraphs, the Internet and Kindles, our ancestor’s sat around the fire and told stories. More than storytellers, we’re story consumers. Even people who think they’re no good at telling stories generally love to hear them. We just respond better to information when it’s delivered with a memorable anecdote or example (i.e., story).The Leader's Guide to Storytelling

I’m reading The Leader’s Guide to Storytelling, by Stephen Denning. It describes how to use storytelling to move people to action, build trust (in you as a leader or in your company or brand), convey your values and vision, and drive change in your organization – outcomes that all managers need to deliver today. While “analysis might excite the mind, it hardly offers a route to the heart,” Denning writes. “And that‘s where you must go if you are to motivate people not only to take action but to do so with energy and enthusiasm. At a time when corporate survival often requires transformational change, leadership involves inspiring people to act in unfamiliar and often unwelcome ways.”

Stories are not a natural part of the business dialogue in most companies. There’s an executive bias toward data-based analysis and objectivity to the exclusion of “softer” means of persuasion. How often have you heard someone apologize for a point of evidence being “just anecdotal”? But the two are not mutually exclusive. “Although good business cases are developed through the use of numbers, they are typically approved on the basis of a story,” Denning writes.

Then there’s the issue of language itself. People who are perfectly fluent in human terms outside the office start babbling away in corporate mumbo-jumbo as soon as they cross the company lobby. Put them in a conference room or onto a stage and it gets worse. It doesn’t have to be that way.

One of the things I like right away about Denning’s book is his message that anyone can learn to tell a good story. And that’s a good thing. In “The Irrational Side of Change Management,” published in the McKinsey Quarterly and excerpted on Forbes.com, Carolyn Aiken and Scott Keller point out that even managers who buy in to the power of stories fail to achieve the change they want by telling the wrong stories. They don’t realize that what motivates them as company leaders and stewards won’t likely motivate the mass of people they’re trying to influence. Leaders tend to focus on the impact on the company, but this is only one of five areas that matter to employees. The others are impact on society (is there a “green” angle to your data center consolidation?), the customer, the team they’re a part of, and their own interests (personal development, compensation, etc.).

A second excellent point Aiken and Keller make is that it’s much more powerful to let people “write their own story.” In other words, before you tell your story, ask a lot of questions, really listen to the answers, and incorporate what you hear into your change program. This is about buy-in. “When we choose for ourselves, we are far more committed to the outcome (almost by a factor of five to one). Conventional approaches to change management underestimate this impact. The rational thinker sees it as a waste of time to let others discover for themselves what he or she already knows—why not just tell them and be done with it? Unfortunately this approach steals from others the energy needed to drive change that comes through a sense of ownership of the answer.”

Stories are useful in all parts of the change process, starting with selling the idea to the CEO, board of directors or investors. There are different types of stories for different situations: comparative examples with positive outcomes; parables that convey a set of values; narratives with an identifiable protagonist; and problem/resolution stories.

You don’t have to have been born with the gift of gab to be an effective storyteller. Managers can increase their effectiveness by learning which stories to tell and how to tell them. The right story well told will engage your audience in ways all the data in the world on its own never will.

Add comment July 3, 2009

Leadership Communication: From Ideas to Action

Communicating effectively with business colleagues has ranked as one of CIOs’ top three critical success factors for as long as I’ve been tracking these things — and I’ve been tracking them for a long time. I’ve wondered over the years why this issue hasn’t gone away. Why is it so damn hard for IT leaders to get their message across?

First of all, this is not just a CIO problem. People in general are terrible at conveying a concept or message intact from their brain to that of their “listener” (a misused term if ever there was one). As Celtics coach Red Auerbach used to say, “it’s not what you say, it’s what they hear.” Influencing what people hear involves a lot more than just forming the right words.

To communicate successfully requires navigating a virtual land of ogres and sirens, often without a map. The territory between two brains is populated with two lifetimes of context, experience and expectation, and if you don’t understand any of that, your message will have a tough time reaching its destination in anything like its intended form.

What makes this more difficult for people who choose careers in IT is that they are typically strong analytical thinkers. This reinforces the idea that a well-reasoned proposal that “makes sense” must naturally be accepted. Wrong! Much of business and, indeed, human interaction, has nothing to do with reason at all. It has to do with intuition and “gut feel” and is influenced by examples and stories. Don’t get me wrong, you have to have good data to back up your position, but don’t for a minute think that’s all — or even the most important part — of your message.

Your message will have a much better chance of penetrating the thicket of your audience’s biases and defenses if you leave yours behind. Whatever the form (dialogue in a meeting; a written document; an e-mail; a speech), a message that is spare, direct and other-focused is less likely to get hung up along the way.

Effective communication both requires and creates engagement. Good communicators show people where they fit into the picture, how a new initiative will affect them and how their own actions will contribute to it, and thus to the organization’s success. It takes them beyond buy in to action, building essential momentum behind the effort.

Getting from ideas to action is what leadership communication is all about.

Five Steps to Successful Communication

  1. Put in the work to map the territory (understand your audience’s context) before you begin.
  2. Leave your own biases and defenses behind.
  3. Choose your time and place. If you can limit the distractions competing for your audience’s attention, your message will have a better chance of getting through.
  4. Make sure your audience is really listening. If not, why not, and what can you do about it?
  5. Show people where they fit into the story — how the change will affect them and how they will help create the change.

2 comments May 26, 2009

A Brief and Colorful History of Technology in Business

I was asked to give a couple of talks this spring giving my perspective on the current state of technology in business. I always think the present is better understood by looking at the past, so I put together a presentation looking at a) how things have developed over the past 20 or so years (not coincidentally, the span of time I was involved with CIO Magazine), and b) the challenges and opportunities I see businesses in general and CIOs in particular facing during this tumultuous time. I’ve posted a version of this talk on Slideshare, complete with an audio narration. Please check it out and let me know if your view lines up with mine or how you see things differently.

Here’s the presentation (or you can view it from the Slideshare site):

And here’s a link to the clip I reference at the beginning, of the comedian Louis CK on the Conan O’Brien show. The relevant segment is about 1/3 of the way in and it’s about a minute long, where he talks about cell phones and internet service on planes. This bit really defines the problem technologists face in making end users and business partners happy. The whole thing highlights an even more fundamental problem we all face in seeking happiness through external means. Very Zen….

update: unfortunately, NBC has taken down this clip, though there are still a couple of versions floating around on YouTube

Add comment April 16, 2009

How to Start Your Own Business Without Wasting Time and Money, Part I

Starting your own business is a blast. There’s so much to learn and try out, without the benefit (or buffer) of a team of people to help execute. I haven’t had this much fun in years! It requires resourcefulness, resolve and resilience — all great characteristics to develop no matter what your situation. It helps to be completely open to opportunity as well.

A few weeks ago, Computerworld ran an article titled, “Becoming an IT consultant: Do’s, don’ts and disasters to avoid” for executives thinking of striking out on their own (or who find themselves there regardless of intention). It provides a great overview and shares the real-life experiences of some former CIOs, but it left me wanting more in the way of nuts and bolts.

Then today a CIO friend and blogger sent me a note suggesting I write about my own experience starting out and “all those details that make a difference.”
So I’ve decided to do a short series on how to start your own business pretty much on a shoestring. Installments will include how to get started; identity and branding; setting up a great home office; setting up your website and company e-mail; writing proposals, etc. By the time I finish those pieces, I hope I’ll also be able to share how to close business!

Getting Started

The first thing I did was go see my accountant, who also runs seminars for entrepreneurs. Based on what I was setting out to do, he advised me to set up as an LLC (limited liability company) versus incorporating or “doing business as.” Registering as an LLC in Massachusetts costs $500 a year, but it has many advantages. (Here’s a comparison chart very similar to the one my accountant sketched out for me on the differences between LLC, C Corp. and S Corp.; Mass.gov also offers a step-by-step guide to forming a business.) I saved the estimated $1,000 I would have spent to have a lawyer handle it by registering online (my lawyer’s secretary even gave me the URL and walked me through it!), which was quite simple. (Note: some parts of the process didn’t display properly with Firefox so I had to switch over to Internet Explorer.) I did wait a few days, however, before filing, as I wanted to make sure I was really happy with the company name I’d chosen. This is not easy to change once you start opening bank accounts, registering domain names, designing business cards, etc.

Once I had registered Lundberg Media LLC, I needed an employer identification number (EIN), also known as a Federal tax ID (FID) to use in place of my social security number on invoices. My accountant did this for me, but you can also do it yourself online at the IRS website.

Business Banking

Once you have a registered business name and FID, you can apply for a business checking account and credit card to keep your business expenses separate from your personal finances. This will make things easier at tax time — not to mention make it possible to see if you’re running a profitable business!

Your bank will show you all sorts of fancy ledgers and checkbooks; I went with a simplest model — the same kind I use for my personal account. And the accounting program you’ll need (e.g., QuickBooks) also lets you print and write checks, among other things.

I looked at lots of different credit cards and went with American Express (not their charge card, which has an annual fee and requires full payment each month, but the credit card). In addition to offering a free rewards program, their Open Savings program offers discounts at some of my favorite travel and service providers such as JetBlue, Marriott Courtyard, FedEx and Kinkos.

Quicken v. QuickBooks

When I asked the people in my network whether I should go with Quicken or QuickBooks, the response was fairly unanimous for QuickBooks. This article from Web Developer’s Journal has a pretty good explanation of why as does this older article, but the gist is that Quicken functions more as a checkbook while QuickBooks provides general ledger, with double entry bookkeeping. Once you make the QuickBooks decision, you still need to decide whether to go with the Simple Start version (similar to Quicken, but unlike Quicken, easy to transfer your data to QuickBook Pro if you later decide you need to go there), QuickBooks Pro or QuickBooks Premier. Intuit offers a helpful comparison chart. And they’re making the decision to go with Pro an easy one right now with a huge discount, from the usual $199.95 to $119.95 for a single user (Simple Start usually sells for not much less than that) when you order from the website.

Tracking Expenses

But don’t wait to make this purchase before you start tracking your expenses. The first file folder I created was for my expense receipts; the second spreadsheet was one for tracking mileage (at 55 cents a mile, this adds up fast!). My expenses so far have included an hour with the accountant, registering the business, buying a new monitor and keyboard, various office supplies and a new desk and file cabinet. In a future installment of this series, I’ll write about setting up my home office — deals to look for, where you can cut corners and where you need to splurge.

This is the first in a series. In Part two, we’ll talk about setting up your home office, registering your domain and more.

————————————

How to Get Started

  1. Name your business
  2. Meet with your accountant
  3. Decide what kind of company to form and register it
  4. Get a federal tax ID
  5. Open a bank account and get a business credit card
  6. Pick an accounting software program and learn how to use it
  7. Track your expenses and file all your receipts

10 comments March 4, 2009

Experience Matters

In today’s tough economy, many companies find they must lay off some of their most experienced (i.e., expensive) employees in favor of lower cost labor. But research — and history — shows that experience has value that can’t be achieved any other way.

I’m reading a report just out on “Women CIOs & the Art of Influence” from the CIO Executive Council, in partnership with The Leader’s Edge (you can access the report on the Council’s website). One of the findings shows that when it comes to effectiveness and the ability to influence outcomes, age and seniority matter. Women with more than 25 years of experience and with senior IT leadership titles were more effective than those with less than 25 years on the job and lower level titles. The ability to influence, deemed “very important” by 92 percent of study participants, manifests itself in various ways, including that “more senior IT leaders consider what’s in it for the stakeholder more frequently than do their less experienced counterparts.”

This reminds me of a story I once heard about the founding of Outward Bound, the wilderness-based training program whose stated mission is “To help people discover and develop their potential to care for themselves, others and the world around them through challenging experiences in unfamiliar settings.”

During World War II, someone observed that contrary to expectations, younger, more physically fit sailors had more trouble surving shipwrecks than their older shipmates. It seemed that experience — having dealt with similar situations in the past — made the older sailors better able to survive, even if the were less physically fit. The owner of a shipping company began looking for a training program for young sailors who seemed to lose “the tenacity and fortitude needed to survive the rigors of war and shipwreck” when confronted with emergency situations. Outward Bound was formed to simulate such experiences and better prepare them to survive.

Businesses should pay heed to this example and make sure they a) retain enough experience managers to help them navigate these challenging times and b) find ways to quickly expose less-experienced managers to situations that will give them the seasoning they need.

2 comments February 12, 2009

Best Blogs of the Week

I’ve been ignoring my feed reader lately, so I’m spending the morning going through the many (many) posts that have been written since my last review. Lots of great stuff. Here are my favorites from the past week or two:

Forrester CEO George Colony crowd-sourced development of his social media panel at Davos next week. This is a great way to find out what people are interested in learning about right now – I’ve used this myself to generate panel questions. He got some interesting and thoughtful responses.

Two of Nick Carr’s recent posts were thought-provoking. Most recently he brought readers’ attention to William Deresiewicz’s article “The End of Solitude” in the new edition of the Chronicle of Higher Education. I love the line, “Loneliness is not the absence of company, it is grief over that absence.” Carr doesn’t say much about it himself, but reader comments are interesting.

Carr’s previous post, “Sharing is Creepy,” reflects on the psychological and social consequences of social networking (do you feel remorse when you don’t put yourself out there? when you do? maybe both?) and points to a recent Wired article by Steven Levy called “The Burden of Twitter.”

John Halamka, CIO at CareGroup and Harvard Medical School (and about a dozen other things), evaluates Gartners Top 10 Predictions for 2009.  He agrees or partially agrees with most, but his reasoning adds nuance and relevant context from a man who published his personal genome on the internet, has been implanted with a chip containing his full medical records and is having a Cisco telepresence setup installed in his home.

If you’re interested in social media, Chris Brogan is worth following on a regular basis. Two recent posts stand out. One I personally need to act on is his review of Leo Babuta’s book “The Power of Less.” Babuta advocates that you do one thing at a time, don’t multi-task, focus on one thing and nail it. In my multi-tasking, easily distracted world, this is a book I need to buy.

In Are You Important to Me, Chris experiences the neighborhood-bar-like feel of an Applebees for the first time. “We like to feel known. We like to feel wanted. We like to feel like we belong to something. It’s part of being human,” he writes. He then goes on to apply that insight to social media and how it lets companies create more of a 1:1 relationship with customers. He equivocates in his conclusion, saying this can’t scale but insisting companies need to use these tools to let customers know they’re important.

Seth Godin’s “The goals you never hear about” calls out the fact that too often, our unstated goals are negative – don’t fail, don’t screw up – rather than to actually do something. Being conscious of this makes it easier to change.

Jeremiah Owyang, a senior analyst at Forrester, publishes a weekly digest of the Social Networking Industry. Definitely worth subscribing to if you care about this space.

After reading these and other posts today, I realize a couple of things:

We are just at the beginning of the social media wave. The work companies are doing now is crude but incredibly important, the groundwork for the future.

There are far reaching implications – commerical, social, psychological – in all of this.

It’s human nature to want to avoid risk, embarassment, failure. But if we let those trump our positive goals, we risk even more.

There is A LOT going on – a virtual firehose of trends, developments and ideas that it may or may not be important for you to pay attention to. It’s essential to create space to filter, analyze/reflect and act (whatever your own form of action might be).

Add comment January 28, 2009

A Sense of Well Being

Loss of any kind messes with your sense of well being. Job loss, loss of a loved one, loss of health…. Having experienced a few of those myself recently (not my own health, thankfully), I’ve noticed some things I might not have paid much attention to  in the past. There are little things that help to create a feeling of security when they are full or empty.

The original Morton salt

photo by roadside- pictures

I knew someone once whose mother raised seven children on her own, after her husband developed multiple sclerosis. She went back to school to get her teacher’s degree, and during that time, the family lived on very little money. One of her “full” idiosyncrasies was she always bought a new container of salt when she went to the store. Her kitchen cabinet was always full, even if only with containers of salt.

Here’s my short  list.

I feel a sense of well being when these things are full

  • My car’s gas tank (especially at only $1.65 a gallon)
  • The refrigerator
  • The wood bin
  • My house (with my family)

I know how fortunate I am that I can manage these things, and I don’t take any of it for granted. Too many people right now are struggling to meet these basic needs.

I also feel content when certain things are empty

  • My inbox
  • The drawer where the bills gather before they get paid
  • The kitchen wastebasket

Lately I’ve been experiencing a pretty significant sense of well being – the kind that comes from the really important things in life. The members of my immediate family are happy and healthy. My mother is dealing well with her grief over the loss of her husband of 58 years. I am able to bring security and joy to her life just by being there to provide dinner and share a game of cards. While my employment future is uncertain (whose isn’t these days?) and my retirement fund, like everyone’s is worth a whole lot less, I am still incredibly fortunate.

I try to reflect on these things every day – this helps to expand my sense of contentment. And I try to remember the “contentment mantra” I learned from a budhist monk: I have enough.

2 comments January 16, 2009

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