Earlier this year, Accenture asserted: “The debate is no longer about whether chief marketing officers (CMOs) and chief information officers (CIOs) should align. It is how.” Originally positioned as a turf war between “old tech” (CIO) and “new tech” (CMO), the conversation has rightfully shifted to one of partnership and collaboration.
“Neither role has the depth of experience required to manage this space independent of the other,” Monika Nerger, CIO of Mandarin Oriental told me in an email interview, adding: “I think CIOs are becoming marketing savvy by default – the need to understand social media, digital marketing, mobile e-commerce, etc. is inherent to business. You could also argue that CMOs are equally becoming more tech savvy by necessity.”
To explore further what the shifting technology landscape has meant for the c-suite, I spoke with Monika Nerger over Skype in June, sat down with her in person in August in San Francisco, and followed up by email in September and October. Not only did we talk more broadly about this industry trend, but we also looked at the moves she’s made professionally to become a globally-focused CIO.
In what follows, and throughout my conversations with her since meeting in June 2014, one thing clearly emerges: Nerger is a role model for anyone looking to become a chief information officer -- especially those women out there looking to gain more power seats at the table.
Leslie Bradshaw: From where you sit as Mandarin Oriental's CIO and more widely in the industry as a top CIO, are you seeing this oft-cited trend towards the CMO having a larger technology budget in fact play out?
Nerger: I don’t think the story is about whether the CIO’s or CMO’s budget funds this technology, but rather what skills are required to take advantage of these new tools for competitive advantage. At the CIO conferences that I’ve attended, whether in Hong Kong, London or New York, this is a consistent question.
Is social media, big data, mobile everything a CIO responsibility? A CMO responsibility? A solid joint partnership? Or is there a burgeoning need for a new C-level position in business? Inevitably the skills required stem from both areas of expertise, and whether this requires a Chief Digital Officer or remains the joint responsibility of the CMO and CIO will largely depend on the collaboration between the two positions.
Bradshaw: How would you advise the now ‘tech-anointed’ CMOs to best partner with the long standing ‘tech-experienced’ CIOs? Anything CMOs should be thinking about in general as it pertains to investing in and implementing technology solutions?
Nerger: Whether the CMO has a strong tech orientation or a stronger digital marketing background, partnering with the CIO is critical.
Understanding how the operational data flows inside organizations is as essential as understanding the social media landscape. Logically aggregating data sources requires technical sophistication and expertise in order to integrate legacy and cloud-based systems. Jointly selecting the appropriate technology platform will ensure that the business needs are met as well as achievable, particularly in a complex environment where data resides in disparate systems.
The combination of a CIO’s experience in this area, coupled with the CMO’s expertise in consumer marketing, is a much needed pairing of skills in the quest to derive insight from information in the highly competitive world of micro-marketing.
Bradshaw: What sort of technology and management experience did you need to have to become a Chief Information Officer? What would you recommend to others wanting to ascend to this role in their organization?
Nerger: I studied technology first, and then pursued an MBA. However technology is changing at such an incredible pace that I believe there are now more entry points into the CIO role than ever before, whatever your background may be initially.
I would recommend that anyone pursuing a CIO position begin by raising your hand to participate in projects that may be out of your area of expertise, learning the skills required to manage a team, and gaining experience in the finance and business side of technology. If an international position is your goal, learning a second or third language can be helpful.
Most importantly, viewing education as a lifelong process is critical. Being fluent in current technologies isn’t enough, given that the relevancy of a particular programming language, hardware component or operating system has an increasingly shorter shelf life. In parallel you need to stay on top of emerging technologies that could offer strategic differentiation in your business or industry.
Lastly learn to take risks. In a world of increasing complexity, you will never have all the information you need to make the perfect decision. Indecision may have higher opportunity costs than trying out a new technology and accepting the consequences.
Bradshaw: Marissa Mayer (CEO,
Nerger: The danger of naming names is that you will leave out someone important! Some of the influential women leaders I admire in the tech field include Meg Whitman (CEO, HP), Gwynne Shotwell (COO, SpaceX) and Clara Shih (Founder, CEO, Hearsay Social).
In the hospitality industry, I’m privileged to know Jing Zhu (CEO, 3D Networks China), Kris Singleton (CIO, Omni Hotels), and Sherry Marek (VP/Owner, Datavision Technologies), to name a few.
Bradshaw: What were some of the biggest decisions you made in your career? What system did you use to evaluate and make them?
Nerger: We’re all faced with small and large decisions that cumulatively set the direction for our careers, although I do believe that you can tack at any time. Knowing that you can set sail for a different course is ultimately what gave me the courage to choose between the different opportunities I have had.
One of the big decisions I made early on was whether to pursue academia or business. After graduating with my MBA, I was offered a PhD scholarship in the field of digital marketing, but I wasn’t sure if it was going to be a good fit for me. Gaining perspective from trusted advisors is always helpful, but I strongly believe in relying on instinct. Eventually I decided to apply my business skills to the field of technology, which led to my current role with Mandarin Oriental Hotel Group.
Whether or not to relocate for a position is also a major decision. Having moved numerous times for work, from Sardinia, Italy to San Francisco and several places in between, the thought of moving has become a little less onerous. Being open to new opportunities and experiences is important, but my system of evaluation equally includes ensuring the happiness of my family.
Bradshaw: One of the pillars in Sheryl Sandberg’s Lean In talks about a woman's decision to get married and how important that is to her career. What advice would you give to women interested in having a C-suite level role and wanting to have a life partner?
Nerger: I think finding the right life partner is a delicate equation in itself, but I believe in a more serendipitous approach. I wouldn’t want to lose the magic in the selection, although I do believe that having a strong and supportive partner makes a big difference in getting through the many tough moments that are inevitable in a leadership role.
I was fortunate in that my husband has a successful career of his own (he is a musician and partner in a Broadway production that tours the world). He understands the demands of travel, managing a business and performing on stage, and while it is a completely different business from the one I’m in, there are many common denominators.
Bradshaw: You’ve been with Mandarin Oriental for nearly a decade. What have been some of your proudest moments and what is on the horizon for you and your team?
Nerger: From a personal perspective, being promoted to the CIO role in 2011 has been a real honor and life changing event. I am privileged to lead a talented and diverse technology team across the globe.
Mandarin Oriental Hotel Group is undergoing significant growth, and the technology team is focused on moving operational systems into the Cloud, bringing compelling technology into our guest rooms, and adding more mobile capability for both guests and colleagues.
We have recently opened hotels in Guangzhou, Shanghai, Taipei, and Bodrum Turkey, and are gearing up for the next projects in Milan, Marrakech, and Beijing. In total we have 17 hotels and 5 Residences under development.
