The IT Governance Evangelist

I just returned from a trip to Sao Paulo, Brazil where I was invited to speak about IT Governance at the CIAB FEBRABAN 2008 Conference. FEBRABAN is the Federation of Brazilian Banks and their annual CIAB conference is a monumental affair.

I had never been to Brazil, I don't speak any Portuguese and I found getting a Brazilian travel visa to be incredibly time-consuming. I had a Monday night flight arriving mid-morning Tuesday, flying out Wednesday. To make matters more challenging, the trip was wedged between two weeks of single-city trips to Canada and the East Coast and a full week at the MIT Campus in Cambridge (I am writing this on the flight to Boston).

Fortunately, my hosts followed through on their promise to make the most of my time in Brazil. After a quick shower upon my arrival Tuesday morning, I spent the afternoon talking about IT Governance with about 40 of the local sales folks. They appreciated the insights and treated me to amazing Brazilian Bar-B-Q at the best Churascaria in Sao Paolo. The dinner was spectacular, made even more memorable by the evening's conversation during which I learned about the Brazilian banking industry.

My colleagues spoke of the unbelievable triple-digit inflation that took place in the 1990s. Prices changed daily! Supermarkets ceased the practice of price-labeling, leaving shoppers to learn the cost upon checkout. A loaf of bread in the morning could cost less than the same loaf purchased in the afternoon. Banks offered their customers overnight investment products. Overnight! Consider the information systems required to accommodate such wild financial circumstances. Brazilian banks didn't simply consider them, they developed and implemented them.

The outcome was an incredibly complex set of technology-based financial systems they find themselves untangling, dismantling and restructuring today. The banking industry in Brazil is considered to have the country's most advanced IT. Their reputation is such that non-banking industry players attend the conference, ensured of leading-edge insights.

Even after such a build-up I was not disappointed when I walked onto the exhibition floor. All of the major players were there. I've attended the largest technology events in the world and I was still impressed. Some of the exhibits were two stories, and as ours, most had adjoining meeting rooms and even coffee bars and kitchenettes providing a constant flow of Brazilian delicacies.

This impressive display erased my last few remnants of travel-induced lethargy. I was excited and ready for my panel session, which was held in a fully appointed auditorium adjoining the exhibit floor.

I was the last to speak and surprisingly, the only one to entirely focus on the subject of IT Governance. I started by contradicting the first speaker who had said IT Governance was not an exciting subject. By the time I took the stage, I was raring to go and completely sincere when I told the large crowd how exciting I find the subject.

The panel fielded a few questions and we adjourned. I was left yearning for more time to engage with this group in such a great setting. As people filed out, the moderator took me aside to say how much he enjoyed my presentation.  He asked if I would visit his company to present to the organization. I told him it was a bit of a commute, but if he could work out the details with our local team, I would love to.

I later learned the CIO for this company was in the audience, nodding her head in agreement during my presentation. She manages an annual IT budget of $1B. Yes, billion with a B. Turns out the panel moderator was her boss. They both see the importance of successful IT Governance and they want more information and insights. I can't wait to get back to Brazil to visit them.

Despite facing a 90-minute traffic-jammed drive to the airport and 17-hour journey home, I left the conference once again energized by the power and promise of IT Governance.