JACK CARLISLE CIO
28/11/2013
Warren White
1
How Newly Appointed CIO takes Charge Gerth & Peppard
28/11/2013
Warren White
2
How Newly Appointed CIO takes Charge Gerth & Peppard
28/11/2013
Warren White
3
How Newly Appointed CIO takes Charge Gerth & Peppard
Start-up
Turn Around
Re-alignment
Entry
Stabilization
Renewal/Steady state 28/11/2013
Capabilities and outcomes will vary depending upon the situation
Warren White
4
Sustaining
Success
Jack Carlisle, CIO
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Dimensions of the Case
– What business is IZL in
– Key leaders relevant to the case
– Management style
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Why is IT an important function within IZL?
How is IT seen in the organization?
How is IT performing? The assessment? Strengths & Weaknesses?
What are some of the issues relative to IT prior to Jack taking the CIO role? Why are these issues important?
What were the first stroke initiatives of Jack and why were they most appropriate?
How does the business profile and leadership style impact the effectiveness of IT?
Does Jack have reason for concern?
Did the original CIO set Jack up for failure?
What should Jack have done differently?
Can you relate any of the learnings of this case to readings & class material?
28/11/2013
Warren White
5
Dimensions of case
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The Players
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Jack Carlisle, CIO; 17 months into job
Chuck Hansen; CEO terminated by Board; Executive that hired Jack
Jennifer Pierce; SVP Strategy; Confident of Chuck
Jim Giles; new CEO; Prior COO hired with pressure from BoD; external hire
Carl Strati; SVP Admin; supporter of alternate candidate to Jack; Confident to Jim; poor relations with Chuck
The Firm – IZL Corp
– Sub Prime Mortgages & creative financial instruments – risk taking opportunists
– Morphed business into back office loan management services & private label financial services
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The Situation
– Following period of growth competition, with money to invest, starts to erode sales resulting in stock decline
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The