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Public Council Teleconference: Application Rationalization — Hidden Costs and Smart Decisions
November 17 at 11:00 am US/Eastern (GMT-5)
Join Honorio Padrón, of The Hackett Group, who will share the drivers for companies to tackle application rationalization and the results of research that define the hidden cost of complexity. Additionally, we will discuss key decision milestones—to start or not, holding the course steady and fulfilling expectations.
Virtual Desktop Cost-Benefit Analysis — Michael Jacobs, Catlin Group
The analysis contained in this presentation measures the cost of everything from the machines and licenses to the infrastructure for virtual vs. traditional desktop environments.
Honor your best senior team members - Apply for the CIO Ones to Watch Award
Get well-earned public recognition for your top up-and-coming team members, your IT organization and your enterprise. Award winners will be announced, publicized and feted in May 2010, great timing to help attract new IT recruits to your company.
Learn more about the CIO Executive Council »December 15, 2004 — CIO —
I'm never going to ride this train again.
That's what I was thinking as I rode from Chicago to my home in Cary, Ill., around 3:30 on Tuesday, Jan. 27, 2004. I'd just lost my job, and I was dizzy. I sat brooding by the window. I barely noticed anyone getting on and off as the train made its stops. No one sat next to me. I wouldn't have sat next to me.
I'd been blindsided. I had had one of my regular meetings with the global CIO of Publicis, Bill Jenks, to whom I reported, scheduled for three that afternoon. [Leo Burnett is a division of Publicis.] We were going to discuss IT strategy. When Bill swung by my office and said, Let's talk with Linda [Wolf, CEO of Leo Burnett], I wasn't suspicious.
But when I walked into Linda's office and saw the corporate attorney, John Spitzig, sitting on Linda's red upholstered couch, I knew I was going to be released. John was always there when people lost their jobs. At that point, all I could focus on was a painting Linda had on her wall: a circus showgirl getting knives thrown at her. I felt as if the daggers that had missed her were hitting me.
On the train, I tried to make sense of things. Bill and Linda had explained hastily that the management team at Publicis was restructuring, and I was the first of several CIOs in the company who would lose their jobs. The plan might have made sense to the executives who conceived it. But all I could think was that I had worked hard to build a high-quality, top performing team, and now I was getting laid off for it.
Resentment gave way to self-pity. As I looked out the train's window, I saw my reflection and wondered who I was. We shouldn't define ourselves by what we do, but we can't help it. I had been CIO of Leo Burnett; now that was gone.
When I got off the train, my thoughts moved to my wife, my 9-year-old and 12-year-old daughters, and my 7-year-old son. I wasn't too worried about their immediate welfare because I got a fair severance package, but I didn't want them to worry. I was suddenly nostalgic for the four years we had spent working for Publicis in Germany, before I was transferred to Leo Burnett. My wife and I had made an