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THE SUPPLIER-CIO
RELATIONSHIP: Why it's so tough from both sides
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Chief information officers (CIOs) face many
challenges. In the ICT landscape there are a myriad of
suppliers, all demanding precious time, and all claiming to have
the right solution for the job at hand. In turn, suppliers
sometimes have to grasp a top exec's muddled technology strategy
and vision or be part of the 'in-crowd'.
 Addressing
delegates at the last day of the SITA GovTech 2009 conference,
Ken Jarvis, CEO of Jika Africa, candidly reminded CIOs and
suppliers that it takes two to tango. He is no stranger to the
challenges in the ICT community.
He has been a CIO for many local companies, including Momentum
Life, Anglo Platinum, Multichoice and was most recently
applauded for his CIO role at SARS. At this years' conference he
was awarded the ICT Legend award, testimony to his contribution
to the industry at large.
Jarvis said CIOs face many challenges. Firstly, they have to
deal with a myriad of suppliers, large and small, all trying to
make an impact. Suppliers all demand maximum time from them and
think they deserve it. He cited that CIOs are having a tough
time ignoring weekly phone calls and sifting through those who
actually cut the mustard, have a clear solution strategy that is
specific, and those who have real BEE credentials that are not
window-dressed to fulfill the required criteria.
Jarvis explained that some suppliers' lack of professionalism
leaves much to be desired. CIOs are often accused of
favouritism, and suppliers feel they are often left out in the
cold even though they were very diligent in the tender process
in line with the specifications supplied. And then, Jarvis
added, there is the "dreaded suck-up", someone that's always
first to invite you to a sponsored golf day.
On the supplier side, times today are tough. The market is
saturated with companies, ranging from one-man consultants to
large providers, all vying for the CIO's attention to get the
same piece of the pie.
Jarvis explained that suppliers often feel they are being fobbed
off by CIO secretaries and there is sometimes a clear lack of
honesty about the job required at hand. Emails don't get
answered, telephone calls never returned, signaling that the CIO
might not really be the right man for the job.
Jarvis advised suppliers that when they present to CIOs, they
should have a clear and unique value proposition that can be
stated in no more than 30 seconds as to what is on offer. He
reminded suppliers that they must be professional and prepared
to put in the effort - business doesn't happen with just one
phone call.
He said that if they are not successful in dealing with the top
brass in an organisation, they should also look at other
individuals lower down the ranks with whom they can engage with.
In the end, noted Jarvis, no matter how innovative you are, you
can't win them all.
Jarvis also rendered advice to CIOs on how to handle their
potential and current supplier relationships. He explained that
they must have a clear technology strategy as to where their
organisation is heading, as well as a preferred supplier
strategy that concisely details key requirements for levels of
engagement. This, he said, should also include a BEE strategy
that can be easily interpreted. Above all, Jarvis noted, CIOs
must be realistic about their spending power. If the deal is not
worth milions of rand, they should not expect much attention
from the large role-players.
Jarvis concluded his keynote by saying that while the CIO/supplier
relationship can be challenging, both need each other for
business success, but most of all, South African citizens need
their ongoing commitment to service delivery.
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