The difficult role of CIO in today's complex hospitality organizations -

We believe that the primary role of a companies top information technology executive should be setting, aligning and executing an IT vision compatible with the company's overall business objectives. However, the unique needs of our industries business models; hotels, resorts, and casinos seem to pull the CIO and his/her constituency in all directions at once.

Over time, a CIO stitches together an ad-hoc quilt of technology deliverables that may, or may not yield effective results. For, on one hand they have their senior executive peers, with low technology budgets, high expectations, and typically little real understanding of the technologies in play, and on the other hand, the generally under-trained, under-motivated end users of the IT product.

Now, we are not advocating that CIOs ignore the needs, and requests of end users or their firms?senior executives. However, we do suggest that the CIO's personal experience, and technical expertise must be the guiding hand in formulating an achievable strategy for others to follow.

The "Guest-Interface" End User

Though it may be over-stating the obvious, end users, in many cases line-level service personnel, cannot dictate the IT group's agenda. Though it is crucial to listen closely to the problems that this group has with using technology to meet the needs of guests, it is more likely that training, not technology fixes, are the appropriate answer.

If, for example, a gaming company with multiple casino locations (or in some cases, multiple brands? links them all together with a "Player Card" the very customer loyalty they seek to build is more likely to be undermined through a mistake by the human users of the system, than a glitch in the system itself. Nonetheless, listening is important in today's Total Quality Management environment to empower, and motivate employees. Blindly reacting to end users needs, and wants however, will have the CIO chasing issue after issue, preventing s/he from seeing, and dealing with the companies total vision.

The Executive Branch

On the other hand, the company's senior executives can pose an even greater threat to the sanity of the CIO, and their ability to execute IT strategies. Too many of the leaders of hospitality industry firms, through no fault of their own, are not products of the technology age. Though this is changing with every passing year, today, they typically remain either mistrustful of technologies ability to deliver on it's promises, and as a result resent time and money being spent on it, or they are certain that some new "Miracle" technology exists, which they believe the CIO should be able to research, and deliver to the company in 90 days, thus saving millions and making them all heroes! In either case, if balance cannot be found, the IT group becomes a service unit performing projects on demand rather than being part of the company's strategic planning, and leadership.

We would like to present the following six guidelines to, hopefully help IT management enhance a climate for success and focus on attaining results from IT, instead of merely following a laundry list of objectives from the day-to-day business.

Clearly state and stay focused on overall objectives.The "big picture" business skills of the CIO must convey a credibility, which drives, and supports the entire IT department. The CIO should be a seasoned business executive who is also an expert in integrating leading edge technology to grow revenue for the business. 
 

New isn't always better. Providing technical capability to an organization in excess of current expectations and needs leads to excessive cost, and awkward implementation time, hindering daily operations.

The pursuit of technical perfection by many IT executives can ignore the fact that often, possibilities for improving existing technologies, or better training for the users of those technologies, are being overlooked. The difficulty of introducing a radically new technology should not be underestimated. 
 

Do nothing. Often the most difficult action to take, but if your strategy calls for "staying the course" it's the right play. Some of the most important technical decisions a CIO can make are the things that they will not do as opposed to the things they will do.
 

Hear the Voice of the People. Widely shared opinions in business departments, even if you deem them wrong, can often shape the outcome of an IT effort. An implementation that defines its goals in strictly technical terms without regard for consensus of opinions may be a failure.  
 

Build from the ground up. Successful execution of vision depends heavily on the existence of the requisite IT infrastructure. One of the key questions a CIO must ask is, "Are we ready for this on all levels"

As we have noted previously, often infrastructure (training, help desk, adequate support) stands between a successful implementation and its adoption into daily routine. 

See your strategy in action. Spend enough time in all the various operations where your technologies are being used to understand both what are good, and bad about their application. Remember that the very best of all tools are still only as good as the people who wield them.

When asked the difference between a good coach and a bad coach, NFL football legend Vince Lombardi replied, "The best coaches know what the end result looks like. If you don't know what the end result is supposed to look like, you can't get there.

The bad coaches don't know what the hell they want. The good coaches do." What holds true for good football coaches also holds true for good IT management.

Stephen Goebel, Managing Director

Michael J. Wurster, Vice President

HVS Executive Search
7473 Forestdale Court
Las Vegas, NV  89120
702 617-0637 

www.hvs.com