The relationship between a CIO and an IT vendor closely resembles one between a husband and wife. It's blow hot, blow cold-a little give and take here and there, but ultimately both sides bending enough so that a convivial relation can be successfully nurtured. Notwithstanding all SLAs and other legal and formal compliances, no conjugal existence can be consummated without enough mutual trust; similarly, CIOs might disapprove of overtly aggressive marketing gimmicks from vendors, but at the end of the day they too would not be able to function without assistance from the vendors.

In fact, any successful and fulfilling engagement with an IT vendor calls for certain prerequisites for CIOs themselves. They themselves need to be clear about their business requirements before opting for specific technologies; subsequently, they need to check that vendors too have similar business priorities. Just like in any marriage it is essential to check out the mutual compatibility factor, if business priorities of the CIOs and IT vendors do not match, disaster is inevitable.

Taking the marriage analogy a step further, the importance of fixing up well-defined SLAs should not be underestimated; in fact, nowadays in many marriages partners draw up pre-nuptial agreements, just in case something does not work out later. SLAs too can prove to be the convenient exit route, though God forbid, in case of a major fallout and subsequent divorce, just like the mental torture in case of a marriage, the CIO-vendor divorce can be disastrous for business.

	Abhrajit De, head, IT Infrastructure, Haldia Petrochemicals CIOs should be clear about the business requirement while framing any technology. CIOs should make sunrise and sunset policy with well-defined time horizon. With clear road map in mind, should convert vendors into partners in main areas of deployment and support.
	Manish Choksi chief, Corporate Strategy & CIO, Asian Paints Carefully select vendors that have similar business priorities. Vendors must demonstrate that they possess direction for the future. Treat as partner rather than as supplier. Have an open and transparent relationship. Must have a win-win situation. Can the CIO become a reference for the vendor.
	Puneet Kaur Kohli CIO, Carrier Aircon All CIO requests must be completed successfully. The SLAs should be compliant with deadlines. Projects completed in accordance with previously agreed time scales and specifications. Percentage weighted on scale of project. Produce work, which meets all SLAs.

Acknowledging this importance of the CIO-IT vendor relationship, Dataquest spoke to three CIOs from three different parts of the country and took their reactions on how they manage their IT vendors. The list includes Manish Choksi, CIO, Asian Paints from Mumbai; Abhrajit De, head, IT Infrastructure, Haldia Petrochemicals from West Bengal; and one, a rare breed in India Inc, a woman CIO, Puneet Kaur Kohli of Carrier Aircon in Delhi. Following their recommendations might help both CIOs and vendors in not only continuing a passionate honeymoon, but subsequently, in easing into a cozy and comfortable relationship.

Manogyata Narayan
manogyatan@cybermedia.co.in

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