Behind every Innovator Organisation, there's a DM-reading CIO

With every passing day, creating differentiation is becoming increasingly difficult for any large organisation. Hence, processes have become the key to staying ahead.

An interesting fallout of this is the role of Chief Technology Officers of these enterprises has metamorphosed into Chief Information Officer.

How's that different from the past?

If earlier, 75% of their thrust was on technology, today, it has reduced to 25%. The balance is focused on helping the CEO with the organisation's business objectives.

The CTO-turned-CIO, hence today is more a business manager than a technology manager.

Interestingly, by training, these people are groomed to manage technology. Managing businesses, hence, is a role thrust on them - because of compulsions of emerging business dynamics.

CIOs or CBSSOs (Chief Business Strategy Support Officers)?

Though CEOs would like to believe otherwise, the companies that wear the enviable tag of innovator, do so predominantly because of their CIOs who have managed to learn and master the ropes of managing businesses.

You may ask, what's the correlation? Well, let me repeat some of what I said earlier - since the only differentiator in today's day and time can only be the processes that give these organisations and edge, and CIOs have a large role to play in understanding this evolving business compulsion, and the faster they master this situation, the faster the companies adopt the processes that put them on a fast track. That, really, is the secret behind the innovator organisation. Hence, it would be prudent to re-christen CIOs as CBSSOs.

Technology Trained to Business Savvy - A Conundrum

So, how does the CIO play catch-up in this new business scenario? As we can see, by training he's not meant to perform this role. Still we do notice the likes of Jay Menon (Bharti CIO who was entrusted with market creation of the phenomenon called BlackBerry in India). What makes them tick? How do they adapt?

The answer interestingly lies not within, but outside

To help CBSSOs to perform their new role well, the technology companies are falling back on a still emerging discipline in India - Direct Marketing. Interestingly, even for the Chief Information Officer, the key to his own success is information - on new products, new technologies, new developments, new processes…

Here's where Direct Marketing plays the key role. The role of providing sound business logic to the CIO, and strengthening his hands by giving sound reasoning for technology adoption. The better DM agencies perform this role, the larger the number of CIOs who would be able convince their organisation's management about technology adoption. And naturally, more and more companies will join the 'Innovator' bandwagon.

Whither Great Client Servicing Professionals?

I was perplexed when a prospective account management candidate asked me what his key result areas would be. It set me thinking about a role I have been performing for the last over 2 decades (As the saying goes, no matter which level of agency management you get into, you can't wish away being an account executive).

We have all heard of postmen in account management, and we have also heard of mavericks who go beyond the call of duty and almost perform the role of the marketing head at the client organization. Since both are extremes, and since both are not the mandated roles that an account management professional is supposed to perform, surely the answer lies somewhere in between.

So I started to look into the repository of homilies shared by some of the who's who of Indian advertising. One of the first was a teaser shared by R Sridhar, a Partner with Ideas-RS, a consultancy specializing in opening creative windows of the mind. He had posed a question to all the fresh, green-behind-their-ears recruits - 'what in their view was the role of an account management person?' Many chickened out and didn't answer, and many fell back on their management school learning and came out with witty, text book jargon. And as expected, they were all wrong. The simple one line answer was - 'The role of an account management person in any agency is to get his client promoted'.

Cynicism apart, the above role definition actually sums up the reason-for-existence of an account management person. It is all about understanding what keeps the client awake at nights, finding simple solutions to all such tricky issues, and ensuring these are implemented flawlessly. Once done, the client gets promoted, and so does the account management person.

The next key role that an account management person must perform is to get his client to recommend his agency to his friends/acquaintances/wife/husband/dog… and get their business for the agency. And this, as we can see, flows from the first key result area. After all, the account management person also has a business development hat to wear. Net-net, he is the bread winner of the agency.


While he does the above, the account management person also needs to wear his creative hat and point his client towards newer ways of using their services. Though there's a famous saying that everyone knows 2 things well - one's own job and advertising, we all know that this statement has been made in jest. The account management person needs to either have or needs to develop the ability to see beyond the obvious. Naturally, this does good - both for the client and also the agency that employs these people.

It is not for nothing that they say - "advertising is people's business". This brings us to yet another role that the account management person needs to perform with panache. He needs to get his team to love him. For these are the people who in good times or bad, will make him come out on top.

Believe it or not, getting your team to love you, also helps them do justice to their next important role - getting the best ideas out of their creative partners. Creative people are known to be emotional, and if they see their account management partner as an ally who prepares well to present their creative ideas, and has a reputation for getting the creative ideas through unscathed, they go that extra step and deliver their best ideas to such people.

This by no means is a comprehensive list of desirable traits in an account management person, but these certainly are a good start. I welcome you to add to/critique this list. All such efforts will only go towards fine-tuning this ready-reckoner.

This isn't just an exercise at listing some idealistic traits. But an attempt at driving a bigger point. All of the above seems simple, and yet, unless you look around at some old-school advertising professionals, these traits are hard to come by. It is not that such people don't exist any more, but just that they don't find it worthwhile to come to this industry. As an industry, not only we have let our value proposition get diluted in the eyes of the clients, but we have done the same amongst prospective bright recruits who, in an earlier day and time would have given an arm and a leg to join our industry. It just might help if we take a fresh guard and make a new start, and begin by making a strong attempt at getting the industry's self respect and desirability back. And there's no better time to start, than NOW!