Identification of Problems, Opportunities and Symptoms
Unum is seeking a chief information officer (CIO) who can fill the void left by the previous two officers. Ideally, the company wants someone who can implement the programs outlined by the CIO who left most recently (Best), but who did not actually implement the programs he outlined. There are challenges and opportunities confronting Unum at this point in that the company could recruit a CIO who would bring a unique IS viewpoint to the organization given the environment in which it operates, but the company has stated that it does not want additional change associated with the IS department. This is symptomatic of a company which refuses to recognize that its IS department has not yet been made an effective tool of the organization. Until the company acknowledges that neither of the two preceding CIOs created an IS department which served the needs of the organization, it is unlikely that Unum will find a CIO who can meet the company's objectives.
At this point, the problem that Unum faces is not finding a CIO; the search for that position is a symptom. Instead, the fundamental problem that Unum faces is developing a long-term IS strategy which the entire company understands and endorses, and which can provide a blueprint for anyone who follows in the role of CIO. While Alexander created an IS department which used current technology, he did so with an eye on technology, not on how that technology served the organization. Best stepped back from that philosophy, but did not remain with the organization long enough to make clear his own IS approach. To try to hire someone to carry out Best's plan (such as it is) is unfair to someone with the title of CIO and likely to result in another disappointing IS strategy.
Unum could continue in its search for someone to take over not only Best's position, but also his philosophy. Or, the company could seek someone who has the...