In my experience when you join an organization at the CIO level you are most likely being hired as a change agent.  You’re being asked to fix a dysfunctional IT unit, lead a major systems modernization effort, establish an IT strategy for the organization or fix a failed project.   Seldom if ever do you join a stable organization with the goal of implementing a well-defined IT strategy.  Your role by definition is that of an agent of change.   In this context I’ve asked the question, what are the pros and cons of the change agent role?

Since being a change agent is typically a central part of a new CIO’s role, it makes sense that we need to understand the change process and where we are in that process.  Abbie Lundberg’s recent blog entitled How to Survive in a World of Constant Change  presents a simple and straightforward change model that I’ve applied throughout my career, without even knowing I was doing so.  The model has three stages:

1. Unfreeze – preparing people for change.
2. Change – implementing the change.
3. Refreeze – assuring the change becomes the “new normal”.

As I look back, when I’ve taken the time to unfreeze the organization and make sure people understand the problems we face and the opportunities that fixing the problems enable, then the changes can be developed and implemented on a collaborative basis by a team committed to the changes.  I’ve not focused specifically on the refreeze phase of the process but it makes sense that once the changes are implemented people need time to adjust to the new normal.

The challenge for the CIO is to fulfill the change agent role without getting pigeonholed as a techie or Mr. Fix-It.  Therefore, before diving into fixing specific problems, the IT organization should collaboratively develop a strategic plan with significant input from the business.  The plan should clearly define:

1. The current situation with specific examples and data that support the team’s conclusions.  Defining and communicating the problems created by the current situation is an excellent way of unfreezing the organization from long held and in many cases spurious beliefs.
2. The future state providing a vision of where we want to be and the benefits of getting there.  This is a second element of unfreezing the organization and preparing them to implement the changes that it will entail. 
3. A detailed implementation plan laying out what will be accomplished, when, by whom and the estimated costs and benefits.  This becomes the blueprint for change, sets expectations and provides a baseline for measuring and communicating progress.
4. A control cycle that reports progress, lessons learned and updates to the plan.  This is essentially the refreezing process designed to demonstrate a new level of expected performance from IT.

It’s been my experience that joining an organization, as the new CIO, positions the individual to be a major agent of change.  However, the drawback is that your peers view your plate being full as a defensive measure to keep you from examining their operations and recommending specific changes.  If people don’t perceive a clear need to change they will in my experience resist change.

All too often we in IT think in terms of all the ways we can apply technology before allowing the organization to unfreeze.  We need to understand the problems or challenges that the organization faces before we offer solutions.  Moreover, these solutions need to clearly address the problems or challenges and equally clearly define costs/benefits in business terms.  Specifically, how will the solution enhance customer satisfaction and revenues, lower operating costs and/or reduce investment in assets required to operate the organization.

In summary, to maximize the opportunities that the change agent role provides and minimize the drawbacks take time to unfreeze the organization, provide a clear vision of the future and the path for getting there and allow time for the organization to refreeze and adjust to the new normal before continuing the move forward.

William A. Crowell

wcrowell@asuret.com

Twitter: billcio

LinkedIn: Bill Crowell

My Blog: http://bcrowell.wordpress.com/