"I am concerned, because the way that every single person in our organization does their job and values themselves is going to change," said Brandon, a certified pilot who joined Easton, Pa.-based Crayola six years ago. "Nothing they do from here on forward is going to look anything like what they do right now."
In a lively 90-minute discussion, the CIOs dissected how and why they embraced change during their successful careers, from navigating mergers and acquisitions and re-engineering IT infrastructures, to changing the perception of IT at their corporations. Crayola's Brandon, for example, quickly rebranded IS from information systems to information solutions, to signal the can-do aspirations of her team. Pernod's Leon recounted her migration as CIO from a basement cubbyhole to a corner office, through building credibility for the broken IT department she inherited. Leadership is crucial to driving such changes, the women agreed.
So, it seems, is human contact. At the core of many of the career anecdotes and advice was a concern for people -- for nurturing their employees' strengths, for cultivating a workplace of mutual respect and the necessity of finding a network of peers to share ideas with and ease the sometimes lonely job of the CIO.
Here are some of their stories:
- Crayola's CIO colors outside the lines
- Harriet Edelman, recently retired CIO and senior vice president, business transformation, Avon Products Inc.: IT centralization
- Candace Fleming, vice president, IT, Columbia University: M&A lessons
- Beatrice Leon, CIO, Pernod Ricard Americas: More M&A lessons
Let us know what you think about the story; email: Linda Tucci, Senior News Writer