Baby Boomer

Q: How would you describe baby boomer values?

Loebenstein: I'm not sure that there are a generalised set of values that characterise or typify the so-called baby boomer generation. However, I believe we are significantly influenced by the geopolitical environments which we encounter. Baby boomers, depending on where they hail from, will have been influenced by the inherent insecurities of the Cold War (Europe, North America, the UK), the IRA bombing campaigns (the UK), racial injustice and violence (southern Africa), Vietnam (North America, Australia, NZ, Southeast Asia). Today's generation will be influenced by the global terrorism threat, SARS, finding a good job, job security, home affordability, the growing burden of ageing baby boomers.

Do you plan to retire?

Yes of course, sometime. There are other things I would like to do eventually but presently I'm having far too much fun. The challenges being faced today are invigorating - exciting and creative - I wouldn't miss it for worlds.

What do you bring to the CIO role that a younger person might not?

The benefit of experience. The benefit of a broader range of experiences. Understanding where legacy systems came from and not having a prejudice against them. Do I believe that younger CIOs might have advantages? Of course. Their minds are relatively uncluttered, which is an advantage in some circumstances.

What should gen X or gen Y CIOs seek to learn from their baby boomer CIO peers?

Watch and listen to gain some of the benefits of the experience that boomers have racked up. CIOs are essentially leaders - leaders of people rather than technology gurus. X and Y CIOs would do well to learn all they can by watching the behaviours of good leader CIOs.

How do you approach risk? What constitutes a courageous business decision from a CIO?

I approach risk in an analytical way. Gather the facts, weigh up the options to avoid or mitigate those risks, make a decision and make it work. Don't be afraid to admit you sometimes get it wrong, and when this happens, don't prevaricate. Stop the action, gather the facts, weigh up the options and make a new decision. What is a courageous decision? Making a radical architectural change so that IT is better aligned with future business directions/objectives and then gradually driving the change to that new architecture; convincing your business colleagues to stop and rethink or stop a project whose objective is critical to the business. Sometimes just saying no is courageous.

Do you make decisions swiftly?

I consider myself to make decisions pretty rapidly. Not knee-jerk, but once I feel I've got sufficient facts, have weighed the options, I make a decision quickly.

If you move on to a board, what will you seek from the next generation of CIOs?

Great leadership of his or her team, excellent communication, a passion for team play and achieving business goals, best in class in leveraging and employing available technical assets: software, hardware and people.