The chief information officer's job is not what it used to be says Randy Mott of Hewlett-Packard.
This interview was carried out by Pui-Wing Tam and reported in the Wall Street Journal of April 16,2007. Many aspects relate to business. However, there were some important aspects that could relate to UNICEF or to any other UN agency.
These days, many chief information officers have bigger roles than maintaining their company's technology systems. That's because technology is being recognized as a tool to help organizations deliver products and reach new customers, rather than just a cost item. More companies are realizing that they can use the web site as more than a marketing device, and turn it into a huge sales channel. So here we can say that the CIO can also look into better and faster reporting to donors and help in special funding, capture the pledge, capture the receipt of funds, report on expenditures, and most important report on goals targeted and goals achieved. While all this was done without technology decades ago, and with less technology a decade ago, these days we have not less or more but smart technology to do these jobs better. Thus the CIO has to understand a little more than technology, and in a UN context, the CIO must be given the freedom to understand the other side of business so that he or she can recommend technology systems that will deliver better results. UNICEF's tech CIO may might as well attend a sample of country program meetings and big program reviews as well.
HP's report of big tech changes seems to fit an UN agency tech package as well. There is the data-center consolidation, which is a physical date-center change and a refresh and standardization of the technology. There is the enterprise data warehouse, which is all about getting better and faster information for the organization and doing that in a comprehensive way and on a global basis. There is work-force effectiveness, which for us is to get people to spend the time right, including how they work and what tools they have to work with. Then there is trying to be world-class with IT, the procurement process and looking at overall cost structure. And the last is around how we manage the portfolio of IT projects and prioritize to make sure we are doing the best for the organization.
I still recall for the all the time how it takes nine months to get materials to UNICEF's government assisted development projects. And once there, supplies sit in government warehouses for many more months before reaching target groups. One of the greatest beneficiaries of technology from corporate processes is procurement. Technology also helps in keeping inventory at efficient levels to minimize cash tie-ups and maximize efficient flows to target groups. Needless to say, that technology can also strengthen the monitoring and accountability of cash grants.
IT is always changing and the best is just a picture in time. As soon as one IT project is over, that is if it takes too long to complete it, by the time the project is done, the software can be out of date.
Finally, I am happy that now UNICEF's CIO is a D2 posting. I revered over this long before the job was upgraded by UNICEF. I said on March 13, 2006 commenting on UN reorganization that the functions that must get the highest recognition and upgrading in the UN systems are that of Information Technology (IT) and Human Resource Management (HRM). Technology has transformed business with boundless potential. Technology is changing every day and offering newer and better opportunities to enhance communication, information sharing and decision-making. The UN needs a highly skilled technology group to advance its operations and without the right incentives, it would be difficult to attract and retain good people in this field. Not of lesser importance is the function of HRM.
The UN and its agencies have no factories and need none either. What it needs is the ideas from its people to solve the difficult problems of the developing world. Upgrading the HRM function to serve beyond personnel administration should be the next best course of action. HRM directors should post at ASG level in UN agencies as large as UNICEF and report directly to the head of that UN agency. With today's knowledge-economy, harnessing employee intellect to narrow the efficiency gaps in the UN is a critical ingredient of UN reform. Much more enhancements in the UN leadership development, staff motivation, staff training, and recruitment and appraisal systems are long overdue. Hitherto, HRM officers focus more on recruitment, routine personnel administration and firing of staff rather than given a free hand to mobilize the resources of the organization and update HRM practices to infuse innovation in the UN workplace.
At least it is nice to see that IT has risen in image to the full director level in UNICEF.
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