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In today's climate, many top executives are now feeling the fear of losing their jobs, and for good reasons. After working with many C-Level executives for a long period of time, I have come to hear the good the bad that come with enterprise level responsibility. One of the ongoing top complaints I hear, is how to maintain a competitive edge against your the competition, while keeping budgets at bay, and reducing headcount. This is, without description, very hard to do, and ever-so delicate. "How does the business unit expect me to deliver complex solutions, on a 24x7 timeline, when all they tell me to do is reduce cost, reduce headcount, and use existing outdated software?", asked a Reinsurance CIO recently. I responded with, "Obviously your headcount is your most valuable assett, and without them, you are now falling further and further behind project timelines."
Since August 2008, I have seen more and more resumes pushed under the door of CIOs, and C-Level executives, for fear that their "recession-linked responsibilities" will lead to their career's demise. Unfortunately, there isn't one solution for all of these problems, and sometimes a collaborative conversation between competitors lead to industry solutions. My questions is this, "What has worked for you, to retain headcount, maintain a competitive footprint, and support the business unit without jeopardizing project timeline and business scalability?"
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