BP: When an IT failure really isn't one

A number of articles have arisen around the role of IT in the tragic BP oil spill (i.e. BP oil spill ‘slows’ but serious IT failures come to surface and BP oil spill slowing but IT failures revealed).

I have to say I'm rather concerned at these stories in IT publications that I hold in high regard. The reason is that when you read the story and look at the report, it does not back up the claims about IT failure in these articles. They claim that:

"...the US government released a summary of BP’s own early investigation into the problems. The document contains some damning facts about IT at the rig, ..."

Except that it doesn't: the Congressional memorandum makes no mention of IT, or for that matter the words 'information', 'computer' or 'software' (go on, click the above link and see for yourself). The memo does however make plenty of mention of procedural and (non-IT) equipment failures.

There were references to robots and supercomputers in the articles, but in the context of the clear-up (and so are not relevant). The only other part of the two articles that seemed to support their narrative was:

"BP has said the accident “was brought about by the failure of a number of processes, systems and equipment”..."

The problem with leaning on this (unattributed) quote is that it does not specifically apply to IT. In fact the above form of words is so generic that it could apply to anything. The plain English translation would be 'stuff went wrong, we don't know what, but we wish to sound like we do!'.

In short, the content and sources of these articles do not support their title or overall narrative of an IT failure: in fact they point to likely non-IT causes.

Why should this bother me? The reason is that ensuring that an informed public debate on issues as serious as the BP oil leak is important, as is the role of IT in society more generally. Given the blame that will doubt arise as a result of the tragedy, the easy route of blaming IT for the sake of expediency is not the responsible or moral one.

Ade McCormack on Visionary CIOs

Ade McCormack, a Honourary Visiting Fellow of the Centre for Information Leadership writes in CIO UK Magazine on the need for CIOs to be visionary. Two points in the article caught my attention.

"But isn’t it the CEO’s role to be visionary while everyone else focuses on strategy? Where does this leave the CIO? Surely he has insights into the fast-moving world of technology that will not only shape the vision but seed it?"

My first observation would be that if a CEO felt they were the only source of vision, the likelihood is that they would not be very good. That aside, to an extent wouldn't it depend on the dynamics, personalities and culture of the board, and the perceptions of the information leader within it? When I studied governance on my MBA I came away with the feeling that culture and personality drove much of the effectiveness of boards.

In any case, it's clear why the dynamics of boards and how to work with them is essential for any information leader to master (which is why we cover it in the Master of Information Leadership).

"But it’s simply not happening – a security nightmare, you say. So rather than being the hero of the hour you are known as the person who rains on other people’s parades. The Chief Visionary ‘Stiflement’ Officer."

The next point Ade raises implies a tension between the information leader as an enabler and their stewardship role around risk, security and compliance. In a litigious and risk averse culture it is perhaps not suprising that some information leaders feel that they cannot ever fail and so seek to lock systems down tight (leading to the complaints above). So If I may, I'd like to suggest the term 'stewardship trap': information leaders need to work in an environment where there is a mature understanding of stewardship, in order to allow them to manage risk and deliver vision, rather than just being managed by risk.

Of course, it may be argued that other members of the board (such as the CFO) also have a stewardship role. How do they balance the tension between vision and stewardship? Or are they not expected to major on both? There may be lessons to be learned here.

If there is a conclusion to draw from Ade's thought-provoking article it is that not only does it fall on the information leader to address the actions Ade suggests, it also falls to the organisation to have a culture that allows such efforts to grow and thrive.

UG Open Day at City University London

I will be presenting the computing undergraduate programme at City's next University Wide Open Day on Sat 26th June 2010. If you are interesting in what we can offer, such as City's sector leading IT placements, the Professional Pathway and excellent employment outcomes, I look forward to seeing you there.

Simon Sinek: How great leaders inspire action | Video on TED.com

As this blog is to focus on Information Leadership, this TED video caught David Chan's and my attention. How many CxOs in fact really understand why they are there and what their role is about?

Simon Sinek: How great leaders inspire action | Video on TED.com

CW500 Club Interview on the MIL

This is my CW500 Club interview on the Master of Information Leadership last month. Enjoy.

CW500 Club: David Chan on the Future Information Leader

This is my colleague David Chan's CW500 Interview on the future role of the information leader.

Blog Resumes

It's been a long while since I blogged. A combination of finishing an MBA, being Head of Department and various other demands on my time.

Now is the time to restart. Nine months ago I set up the Centre for Information Leadership, one of City University London's six interdisciplinary centres. I've become passionate about the need to have effective leadership in the IT profession. We need to use IT much more effectively then we have done so far, and we need to be able as a community to debate effectively how information and technology interacts with the legal, social, environmental and economic challenges we face.

As part of the centre's activity, I am the course director for the Master of Information Leadership: a new degree dedicated to educating our future information leaders (the term we use at City to cover roles such as CIO, CTO, Director of Information, etc). More on the MIL and why I think its central to developing the IT profession's role in society will follow in later postings.

This blog will resume the discussion of the links between the IT industry and higher education, albeit as part of a wider remit of the issues that information leaders face. It will reference work from City's Center for Information Leadership and elsewhere.