Successful CIOs use communications to inspire action and commitment. A solid communications core consists of a strategy, a plan and delivery skills. By communicating with stakeholders in their language, CIOs lead more effectively and drive better business outcomes.
- Engage stakeholders and drive outcomes with a solid communications core
- Create a consistent communications core to drive day-to-day performance
- Build on the communications core to address specific events
- Leverage the communications core to prevent or defuse a crisis
Engage stakeholders and drive outcomes with a solid communications core
- Develop a communications strategy to provide an overall framework for delivery
- Hone your skills in delivering effective communications
Create a consistent communications core to drive day-to-day performance
- 1. Strategy: Communicate vision and plans to reinforce IT as a business
- 2. Performance dashboards: Emphasize business performance rather than IT metrics
- 3. Policies: Set the performance boundaries for the IT organization
- 4. Satisfaction surveys: Monitor IT’s progress and gather ideas for improvement
- 5. IT updates: Build ongoing commitment by communicating to the entire IT organization simultaneously
Build on the communications core to address specific events
- 6. Transformation management
- 7. Portfolio reprioritization through governance: Scope, schedule and resource
- 8. Board updates: Demonstrate business leadership skills and capabilities
Leverage the communications core to prevent or defuse a crisis
- 9. Major project failure: Learn the facts, tell the truth
- 10. Security breach: Don’t go it alone
- 11. Changes in leadership: Focus on what’s different and why
Appendix: Case Studies
- Case Study: AutoCo—Combining strategy, communications and education to transition to a global company
- Case Study: Department of Veterans Affairs—Communicating to effect a mandated reorganization
- Case Study: EasyJet—Transforming IT’s reputation through communications
- Case Study: The George Washington University—Engaging the enterprise through IT communications
- Case Study: Intel—Communicating successes and marketing IT through an annual IT performance report
- Case Study: Missouri Department of Transportation—The communication road to IT value appreciation
- Case Study: Pioneer Natural Resources—Don’t mistake talking for communication
- Case Study: RAND Corporation—Communications has a seat at the table
- Case Study: School Employees Retirement System of Ohio—Changing culture with communications
- Case Study: State of Alabama—Communications to consolidate services for the willing, failing and unyielding
- Case Study: Ternium—Integrating acquisitions through communications
- Case Study: The Warehouse Group—Becoming a communicator, not just a presenter
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