News Release-- September 05, 2001

CEOs ARE FROM MARS, CIOs ARE FROM PLUTO ACCORDING TO CSC RESEARCH PAPER

EL SEGUNDO, Calif., Sept. 5 – Chief executives and chief information officers simply don’t understand each other. And the differences between them are often the unsuspected causes behind information technology (IT) project failures.

According to a new report from Computer Sciences Corporation (NYSE: CSC) entitled CEOs are from Mars, CIOs are from Pluto, open dialog between the CIO and CEO is critical to effective and successful IT projects.

“From our research into the connections between information systems departments and the rest of the business, we find that the personal relationship between the CIO and CEO is always important, usually broken – and generally hard to fix,” said Francis Hayden, researcher with CSC’s Research Services organization.

The problems begin with assumptions and are perpetuated by a lack of informal and candid communication. “For example, the CIO who wants a leadership role may end up in open conflict with a CEO who doesn’t want a rival,” said Hayden. “On the other hand if a CIO is expected to lead and doesn’t step up, he or she will be seen as a failure.”

Conflicting priorities compound the issue. Most CEOs are interested in technology only to the extent that they see its value to the organization. CIOs, on the other hand, often focus exclusively on technology and service delivery. If the CIO does not bridge the gap by continually thinking and talking about technology from a business perspective, the CEO will view the relationship as episodic. This results in CIOs’ chief complaint: inability to get on the executive agenda.

These issues and a variety of other factors create frustration on both sides that often results in dramatic change. “Almost half of all CIOs will be fired from their present position – largely for failing to establish good working relationships with the CEO and the rest of the board,” said Hayden. “The reason given is usually poor performance – which means that the CIO does not live up to expectations, whether they are made clear or not. A large portion of those remaining will resign in desperation either because they cannot work out what the expectations are or because they cannot change them.”

How does today’s CIO weave through this maze of potential landmines?

The answer begins with an expanded sense of the CIO’s responsibilities. Minimally, these include engaging in frequent, active dialog with the CEO and executive staff, keeping technology high on the agenda, and maintaining and exceeding service expectations.

According to the report, that’s just a starting point. Relationships, whether business or personal, are complicated. The 44-page report offers three case studies that address these intricacies. Other topics addressed in the report include:

• the four most important things CIOs should do;


• commonly held myths that hinder CIOs;


• why CIOs should treat their relationship with the CEO as a project with a beginning, middle and end;


• and, which of the two “unwritten agreements” top CIOs should want with their CEOs.

CEOs are from Mars, CIOs are from Pluto was authored by CSC’s Research Services organization, a global network of experts who advise top executives on the business implications of IT and best practices for managing information systems groups. With some of the world’s leading IT specialists, practitioners and academics, Research Services assists clients in a wide range of industries, including banking, insurance, transportation, oil, healthcare, utilities, retail, manufacturing and government. The group’s services are available by subscription and include reports, teleconferences and study tours, as well as opportunities for direct involvement with the research process. For information about membership, contact Victoria Gristwood at (703) 641-3789.

About CSC

Computer Sciences Corporation, one of the world’s leading consulting and IT services firms, helps clients in industry and government achieve strategic and operational results through the use of technology. The company’s success is based on its culture of working collaboratively with clients to develop innovative technology strategies and solutions that address specific business challenges.

Having guided clients through every major wave of change in information technology since 1959, CSC combines the newest technologies with its capabilities in consulting, systems design and integration, IT and business process outsourcing, applications software, and Web and application hosting to meet the individual needs of global corporations and organizations. With nearly 68,000 employees in locations worldwide, CSC had revenues of $10.8 billion for the 12 months ended June 29, 2001. It is headquartered in El Segundo, Calif. For more information, visit the company’s Web site at www.csc.com