Can anybody possibly provide even just 2-3 concrete examples of strategic vision that JC has provided Pfizer that truly turned out to even a.) get implemented and b.) actually provide value? And when I say value I mean either 1) increased employee satisfaction or productivity improvements or 2.) increased shareholder value?
I too am sick of glorious titles like "Strategy and Planning" - the last thing Pfizer needs is more of either. What they need in IT are leaders who grasp the limits of technology, who can articulate an actionable game plan, and who have the hard skills to pull it off in a reasonable time frame.
JC has to be looking back on his career at Pfizer as nothing more than "almost maybe". I foresee nothing but new rounds of PPT creation with pretty bubble cloud drawings, a lot of wispy pontifications about "future" state - more "off site" pow-wows with the supposed leadership "teams" and precious little useful ideas. Everybody goes running around all consumed in a state of "virtual" busy convincing themselves what they are doing is important - while the staff just shrugs their shoulders and waits for the next big "idea" to come out of the scared little think tank.
Bold ideas that stick - things that can get done and will improve IT - missions that people can believe in. Details, details, details. None of these things ever seems to come out of people self-absorbed in achieving a higher zen state of "strategy".
