Le DSI se doit d'être un stratège du système d'information. La tâche n'est certes pas simple mais neuf écueils à éviter à tout prix ont été isolés par nos confrères de CIO Etats-Unis. Faut de quoi on se retrouve "clueless", c'est à dire sans idée, sans stratégie, sans compétence. L'article est basé sur une étude du cabinet Forrester.

5. The CIO is ubergeeky

Application developers respect a CIO who has deep technical knowledge, but your job is to lead, not to tell them how to architect systems, write code or tap an Ethernet coaxial cable. Rise to your leadership position and trust your technical people to get the job done. And if you don't trust them then you are either a control nut (see number one) or you don't have the right people.

6. The CIO thinks changes can happen overnight

Sorry to have to break this to you: You are not a wizard and your magic wand doesn't work.

7. The CIO doesn't know the difference between resources and talent

The fastest way to lose respect is to put clueless managers in charge. Clueless managers equal clueless CIOs. Can you ever imagine Doc Rivers, coach of the 2008 world champion Boston Celtics, talking about player resources like they were interchangeable? "I need two guard resources". "I need a center resource". No. Talent and teamwork make winning teams. Talent matters. Don't pay lip-service to talent. Find a way to locate and use the talent in your organization. You will only be as good as the team you assemble.

8. The CIO collaborates to death

Whether it is the character flaw of being indecisive or some middle-school notion of democracy, you are in charge. Collaboration is critical, but you also need to make the right decision at the right time. Collaborate like Captain Kirk. "Spock?" "Bones?" He gets opinions from his experts but there is never any question about who will make the final decision. And, if you never watched Star Trek then you shouldn't even be a CIO.

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