CIOs, we learned, are the “cobbler’s children” [who have no shoes ] in the corporate executive suite — they put all their energy and resources into running enterprise software for sales, finance, manufacturing and supply chain operations, while they manage their own enterprise (often comprising thousands of employees and the expenditure of the hundreds of millions of dollars), in effect, with a telephone and a notebook filled with spreadsheets.
ITM-Software was set up by former CIOs to provide current CIOs with the kind of enterprise software their counterparts use to manage finance, vendors, people, projects, and planning.
One of the questions we always ask — what can people do with your software that they can’t do now? — elicited anecdotes about how CIOs can be blind-sided by what they don’t know. For example, a technology company CEO took against a particular consulting firm and ordered his company to stop doing business with them immediately. But the CIO had no way to tell where or how many of this firm’s consultants there were in his far-flung empire — and was subsequently embarrassed when the CEO himself encountered a colony of them beavering away in a remote office.
Here’s the ITM 2-Minute Explainer