Sandy Carter is a social business leader, influential speaker, and author. She is currently General Manager, IBM Ecosystems and Social Business Evangelism. Respectively, she is responsible for IBM's worldwide relationship with independent software vendors (ISVs). These contribute to approximately one-third of IBM's revenue. She spearheads IBM's Social Business Initiative and manages key partnerships with the development, academic, and venture capital communities and is focused on critical areas of business ecosystems like big data, cloud, mobile, social, and analytics.
Cook: Thank you for your time today. You have quite an illustrious career. How would you describe the value that you bring to your current role?
I am a connector by nature, and this job requires personal connections with developers, investors, and boutique systems integrators. These agents have tools, capabilities, and networks - could be people, resources, opportunities, VCs, go to market companies. All of these pegs work to become successful.
Cook: Tell me about a successful project you consider shows this value at work.
Without a doubt it was IBM's sponsorship of digital.nyc's connection hub. This, in their words, enables people to 'launch, work for, invest in, partner with, or learn about' a New York startup. It streamlines the ability to identify, engage, and connect with a needed resource, funding, partners, and suppliers. But it gives established organizations a way to monitor the startup landscape and connect with new businesses ready to break out.
The government of Ecuador used digital.nyc to meet companies when they visited New York City. They are taking the concept back to their country. So is Austin, Amsterdam, and Singapore. I am very proud of it because we helped to get IBM involved, and to get an agreement with the Mayor, VCs, entrepreneurs and others to do something great for the city and, as it turns out, around the world.
Cook: What is the toughest assignment you've had and can you explain how you handled it.
My tough assignments were usually when people didn't want me in the role. One particularly difficult situation was when I was told that an underperforming team needed to be turned around to produce better results. The team was made up of experienced men and one of the major issues already identified was a lack of communications. I created a weekly huddle to ensure regular basic interaction among us all.
To help build relationships and ensure that the weekly meeting was going to be high-quality, I picked out particular quotes, tailored to each individual, and left them on each person's desk before the huddle. I understand that you have to encourage each person differently and I love quotes.
Cook: Did it help refocus the team?
Not right away. Three weeks later, a guy on the team says he speaks for the group in telling me that they don't like the quotes and to please stop putting them on our desks. It is a girly girl thing to do. At first, I was taken aback. Then I thought, I am a girly girl. It is being true to me. So I kept doing it. The team eventually did turn around.
The punch line to this was that 15-16 years later, that gentleman was retiring and I was invited to his retirement lunch. I sat next to his wife and introduced myself. She said, oh, you're the one that did the quotes? I said yes, and that I knew he didn't like them. She said, whatever gave you that idea? He's kept everyone in a shoebox and still has them to this day. This shows that you should stick with what works for you, including being a girly girl if you are one.
Cook: If you could mentor your younger self, what would you want to get across?
Two points come immediately to mind.
Cook: On that subject, what are you tackling these days? What do you recommend that others learn?
- View relationships as lifelong, not momentary transactions. Invest in them and open yourself up to learning from them.
- Take risks - when I went from marketing to sales to technology, each move was a risk - I didn't know if I would be successful or not. But I had enough curiosity and believed enough in myself to take the risk anyway.
I have two recommendations:
Cook: What are things good senior leaders should know?
- Two broad technologies
- Internet of Things - smart devices are invading every part of who we are and how we pursue goals
- Data analytics - partly a follow-on of the previous, there are going to be ever increasing oceans of data. How do we turn that data into meaningful, actionable intelligence? That is where my second recommendation comes in...
- Storytelling - you could have great data and really understand it but you still have to get people's attention, articulate the value of it and why it matters. People are hard-wired for story; organize your findings into the most digestible form.
I would suggest...
Marian Cook is currently the head of IT for a midmarket healthcare market leader of products, services and education for the pathology market. She leads the 100 person IT division and has a major Oracle R12 implementation underway. Among her many accomplishments, she was once the Network Director for WITI Chicago and is currently on the Chicago's Mayor's Council of Technology. - See more at: Marian's Author Page
- How to gain a broader perspective by building an understanding that is greater than your own industry and to understand overall concepts that are happening globally. For example, I was just talking with bankers in China, and they wanted to know about trends and information around the retail industry, because that is where they see banking going.
- How to build, motivate and inspire teams - nothing happens without good people
- How to set a vision - to define not only what to execute on today, but also where we're headed and understanding the trends affecting tomorrow
- Understand that it is all about people. It is not just B2B or B2C, but people to people.