If you are like most CIOs, you have an IT organization that is good at many things, but when it comes to understanding how its own work in IT drives business value, the team has room for improvement.
That was the situation that Guy Brassard faced when he joined Southwire, a $4.8 billion electrical-wire, cable and cord manufacturer. The company’s management team set a strategy for growth and operational excellence, which put increased pressure on IT. Several acquisitions and transformational activities later, Brassard saw that his IT team had many of the skills necessary to support the company’s growth strategy, but not the business acumen and knowledge required to step into newly created global business-facing positions.
