Is simplifying always a good thing? I recently read a Forrester report entitled "How CIOs Should Spend Their Day" describing a formula for how CIOs should allocate time among their various constituencies. In short, Forrester invokes its 30-30-30-10 model to force "disciplined balance across constituents, which are classified into four groups: above, across, below, and yourself." Forrester goes on to say, "This time model will keep IT front-of-mind in the business and allow CIOs to do what they do best: proving and delivering IT value to the enterprise."
Though I agree with the principles of the article and the articulation of the constituents on which a CIO should focus, the model used to allocate time to each is oversimplified. Yes, each constituent requires the CIO's attention, but I believe the amount of time devoted to any one constituent is dependent on the following critical variables:
- The nature of the business and resulting IT archetype
- Current strategic goals and objectives
- Tactical and operational necessity
It is easy to see how different conditions and circumstances associated with the variables listed above should influence how much time a CIO devotes to the four constituents Forrester describes.
Again, I agree with the Forrester article in principle, but I think it suggests an over-simplified solution to a complex problem. I concur with the notion of a disciplined balance of time allocation across constituents but I don't believe a set formula should be prescribed for all CIOs. It is incumbent on the CIO to consider and assess the state of the variables above. This will enable them to appropriately determine how much time they allocate on each constituent, ultimately optimizing their time. Is this difficult? Yes. Is there a simple formula? No.
So this article left me with more evidence of our unending desire to come up with simple answers in a world that is increasingly complex. I think we want to make things simpler than they actually are. This thought stopped me in my tracks.
Our message at CA is Unify and Simplify. Was I in defiance of this message? From its inception, I had always agreed with the Unify and Simplify message as its implied benefits were so obvious it was easy for me to immediately advocate and support. Did my response to this article put me at odds with a key goal of my company?
A light bulb came on. At CA, we are not trying to make complex things simple, thus defying their complex nature. We're trying to help enterprises simplify aspects of their Information Technology capability that are unnecessarily or needlessly complex. Our solutions reduce or eliminate complexity so they can unify and simplify IT management and decision-making.
Phew! That was a close one!