Michael Long
Chief Information Officer & SVP at US4 Outsourcing
Can you please provide a little introduction about yourself
I am currently Chief Information Officer & SVP for US4 Outsourcing Inc. located in Atlanta, GA which provides Global Business Process Outsourcing (BPO) Services to clients in all business sectors. As the CIO & SVP, I am engaged to lead the information technology organization and operations team to facilitate transformation, including building stronger business relationships, engaging with strategic IT vendors, providing improved customer relationships, and formulating a technology & operations vision.
I have responsibility for global enterprise-wide technology and operations via a portfolio of services, built around infrastructure, operations, transformation, application development, cloud services, project management office, security, analytics, and customer service. Responsible for an IT & Operations organization that supports several business divisions.
What has your journey to your position been like? What path have you taken?
As my early career in professional sports was cut short due to injury, I refocused my career efforts towards information technology, and as always, being the best at whatever I choose to undertake. Needless to say, as with any seasoned professional, there have been developments both good and bad along the way that helped me progress to my current role of CIO. Key milestones have involved moving between the public sector and the private sector, the most significant being the move from the United Kingdom, where I was involved with the British government and a major Retailer, to the USA. Since arriving in the US, I have progressed through increasingly responsible IT leadership positions in various sectors of industry.
Has it always been your vision to reach the position you’re at? Was your current role part of your vision to become a tech leader?
It was always my goal to reach as I as possible in the IT organization and that being the CIO, a position which I have been fortunate to hold on several occasions. Additionally, I have been fortunate enough to win several awards, including CIO of the year and reached a ranking of #42 in “the most influential leaders” as recognized by Information Week.
Have you had a role model or mentor that has helped you on your journey?
Although I cannot point to one specific individual, I have always been fortunate to have been surrounded by some very knowledgeable, intelligent, and insightful individuals both in my peer group and above, but more importantly people within the various teams I have led. My personal philosophy is to keep people on all levels informed, included, interested, and inspired.
How do you see the role of the technology leader evolving over the next 5 years?
Over the next five years, I believe the role of the technology leader will continue to undergo significant evolution due to the rapid advancement of technology and its integration into various aspects of business and society. Here are some key trends that I think will shape the role of myself and other technology leaders:
• Strategic Business Alignment: Technology leaders will increasingly be recognised as strategic partners who align technology initiatives with overall business objectives. They will work closely with other C-suite executives to identify and prioritize technology solutions that drive innovation, enhance efficiency, and create competitive advantages for their organizations.
• Digital Transformation and Innovation: Technology leaders will play a crucial role in driving digital transformation efforts within their organizations. They will need to evaluate emerging technologies, such as artificial intelligence (AI), machine learning, blockchain, and the Internet of Things (IoT), and identify ways to leverage them to improve products, services, and internal processes.
• Data-driven Decision Making: With the growing importance of data, technology leaders will need to develop strong data analytical capabilities. They will be responsible for implementing data governance frameworks, ensuring data security and privacy, and enabling data-driven decision-making processes across the organization. This may involve leveraging big data analytics, predictive modeling, and data visualization tools.
• Cybersecurity and Risk Management: As technology continues to advance, the threat landscape will also evolve. Technology leaders will need to be vigilant about cybersecurity risks and develop comprehensive strategies to protect their organizations’ digital assets. This may involve implementing robust security measures, conducting regular risk assessments, and educating employees about cybersecurity best practices.
• Talent Management and Leadership: As technology becomes increasingly central to business operations, technology leaders will have to focus on attracting, developing, and retaining top tech talent. They will need to create a culture of innovation, foster collaboration, and provide learning opportunities at all levels. Additionally, they will be responsible for leading diverse teams and driving organizational change in a dynamic workplace and changing technological landscape.
• Ethical and Responsible Technology Adoption: With the rise of AI, automation, and autonomous systems, technology leaders will face ethical challenges associated with their implementation. They will need to ensure that technology is developed and used responsibly, addressing concerns related to bias, privacy, and accountability. Technology leaders will play a pivotal role in shaping industry standards and regulations in this regard.
• Cloud Computing and Infrastructure: Cloud adoption is expected to continue growing, and technology leaders will be responsible for developing cloud strategies and managing cloud infrastructure. They will need to evaluate different cloud service providers, implement robust cloud security measures, and ensure seamless integration of cloud technologies with existing systems.
Overall, the role of the technology leader will become more strategic, encompassing a broader range of responsibilities beyond traditional IT management. They will be at the forefront of driving innovation, leveraging technology for business growth, and navigating the complex challenges and opportunities presented by the next digital era.
What skills do you think leaders of the future will need in order to thrive?
Leaders of the future will need a diverse set of skills to thrive in a rapidly evolving and increasingly complex business environment. Here are my thoughts on some of the key skills that are likely to be essential for future leaders:
• Adaptability and Resilience: Future leaders must be adaptable and resilient in the face of constant change and uncertainty. They should be able to embrace new technologies, business models, and ways of working, while effectively leading their teams through transitions.
• Strategic Thinking: Leaders need to have a strategic mindset to anticipate and navigate future challenges and opportunities. They should be able to envision the bigger picture, set clear goals, and develop effective strategies to achieve them.
• Emotional Intelligence: Emotional intelligence, including self-awareness, empathy, and strong interpersonal skills, will be crucial for future leaders. They should be able to build and nurture relationships, inspire, and motivate their teams, and navigate diverse perspectives and cultures.
• Continuous Learning: Lifelong learning will be essential for leaders to stay ahead in a rapidly changing global landscape. They should have a growth mindset, seek out new knowledge and insights, and be open to feedback and self-improvement.
• Digital Literacy: As technology continues to advance, leaders need to be digitally literate. They should have a solid understanding of emerging technologies, their potential impact on the business, and how to leverage them effectively. This includes knowledge of data analytics, cybersecurity, cloud computing, and artificial intelligence.
• Collaboration and Influence: Future leaders will need to excel at collaboration and be skilled at building diverse and inclusive teams. They should be able to work across functional and geographical boundaries, foster a culture of collaboration, and influence stakeholders to drive positive change.
• Ethical Decision-Making: With the increasing reliance on technology and data, ethical decision-making skills will be vital. Leaders should understand the ethical implications of their actions, consider the social and environmental impact of their decisions, and uphold strong ethical standards within their organizations.
• Global and Cultural Awareness: In an interconnected world, leaders should possess a global mindset and cultural awareness. They should understand the nuances of different markets, navigate diverse cultural contexts, and effectively lead multicultural teams.
• Visionary Leadership: Leaders of the future should be able to inspire and articulate a compelling vision for their organizations. They should be able to communicate that vision effectively, engage their teams, and align their efforts towards achieving shared goals.
• Agility and Innovation: Leaders should foster a culture of agility and innovation within their organizations. They should encourage experimentation, embrace calculated risks, and empower their teams to think creatively and drive innovation.
How do you keep current with new skills, technologies and personal development?
To remain current in an ever-changing environment, my professional association is based upon a private peer group of IT professionals as well as:
- The CIO Council
- CIO Leadership Board
- Technology Association of Georgia
- Gartner membership
- Info-Tech • Strategic Vendors/Partners
- Conferences
I also believe it is essential to follow and observe what your business rivals are doing from a technological standpoint and participate in industry-specific events and activities.
Also taking advantage of valued IT vendor relationships and partnerships and ensuring that you have regular senior meetings to discuss their IT strategy and vision and how it relates to your business.
Personally, I also put a tremendous effort into building true vendor partnerships that are leveraged appropriately. I engage not only with the traditional technology players but look at boutique players that could offer a tremendous opportunity, especially in a business vertical and which could play a critical part in developing new business opportunities.
What do you see as the next leap in technology that will impact your business or industry in particular?
The Business Process Outsourcing (BPO) industry has been significantly influenced by technological advancements in recent years. Here are some of the prominent technology trends that will have a major impact on the BPO industry:
• Robotic Process Automation (RPA): RPA involves the use of software robots or bots to automate repetitive, rule-based tasks. BPO companies are increasingly implementing RPA to streamline processes, improve efficiency, and reduce costs. RPA can handle tasks like data entry, invoice processing, and customer support, freeing up human employees to focus on higher-value work.
• Artificial Intelligence (AI) and Machine Learning (ML): AI and ML technologies are being leveraged in the BPO industry for various purposes. AI-powered chatbots and virtual assistants are being used for customer support, providing quick responses, and resolving basic queries. ML algorithms are employed for data analysis, predictive analytics, and identifying patterns in large datasets, enabling better decision-making.
• Cloud Computing: Cloud computing has revolutionized the BPO industry by providing scalable and cost-effective infrastructure. BPO companies can leverage cloud platforms to store and process large volumes of data securely. Cloud-based solutions also enable remote access, collaboration, and seamless integration with other systems, enhancing productivity and flexibility.
• Analytics and Big Data: BPO companies are increasingly utilizing analytics and big data technologies to gain valuable insights from the vast amounts of data they handle. Advanced analytics tools help in identifying trends, customer behavior patterns, and market insights, which can be used to improve operations, optimize processes, and provide personalized services to clients.
• Blockchain: Blockchain technology is being explored in the BPO industry for enhanced security, transparency, and efficiency. It can help establish trust between BPO service providers and their clients by ensuring the integrity of data and transactions. Blockchain can also facilitate secure sharing of sensitive information while maintaining privacy and reducing the risk of data breaches.
• Internet of Things (IoT): The IoT is creating new opportunities in the BPO industry. BPO companies can leverage IoT devices and sensors to collect real-time data, monitor processes, and enhance service delivery. For example, in logistics BPO, IoT can be used to track shipments and optimize supply chain management.
• Automation of Knowledge Work (AKW): AKW involves the automation of complex tasks that require cognitive abilities, such as data analysis, decision-making, and problem-solving. BPO companies are exploring AI technologies to automate knowledge work, enabling faster and more accurate processing of information.
These technology trends are reshaping industry, driving operational efficiency, improving customer experiences, and enabling companies to provide innovative solutions to their clients.
“I firmly believe in mentoring the next generation of leadership.”
If you were mentoring a leader of the future, what advice or guidance would you give to help them on their way?
Firstly, I firmly believe in mentoring the next generation of leadership. Key to success, both personal and professional, is developing a true understanding of exactly what leading corporations are looking for in a CIO candidate. In my opinion the following seven attributes served me well and are commonly found on CIO “must have” lists.
• Transformational leadership. Major enterprises generally prefer CIOs who can become transformational leaders, possessing the vision and ability to develop innovative technology strategies that support future growth opportunities. Transformational leaders inspire their teams to embrace change and motivate others.
• Business acumen. Today, all major enterprises require a technology blueprint that can be fully integrated into the master business strategy to innovate and shape the future of the entire organizational structure.
• Resourcefulness. A resourceful CIO is able to blend prior experience with multiple variables, such as accepted frameworks, methodologies, and cultural and political landscapes. In essence, the new CIO, when effectively using resourcefulness, is in the best position to challenge the current paradigm of the enterprise and chart the path forward.
• Adaptability and resilience. CIOs and future CIOs are positioned at the helm, steering their enterprises toward new opportunities while facing constant technology challenges, including the rapidly growing amount of data enterprises must store, analyze, and protect. There will be times when seemingly promising opportunities and approaches simply do not work. Instead of being viewed as failures or setbacks, those experiences should be seen as lessons; opportunities to grow as a CIO.
• A data-centric mindset. Data and data-harnessing technology form the fabric that enables major enterprises to produce game-changing outcomes. Data policies should embrace usability and ubiquity, enabling enterprise-wide access to relevant data and empowering end-users to act in the moment. Today’s C-suite demands that the entire organization be data-driven. We know that organizations that are effective at leveraging data navigate disruptions more easily and win more often.
• Emotional intelligence. Emotional intelligence is the ability to understand, use, and manage personal emotions in positive ways to communicate effectively, reduce stress, empathize with others, overcome challenges, and prevent conflict. In practice, this level of insight enables a CIO to build trust, collaborate, and create strong and nimble teams. Today’s CIO must collaborate across all business units and coordinate infrastructure, security, and disaster recovery functions while also managing expectations and receiving direction from the board.
• Communication skills. All IT leaders must be exceptional communicators. It’s primarily a matter of scale. Everything is larger at a major enterprise — the number of systems, teams, managers, locations, divisions, and so on. As a result, there is a lot of information to acquire, digest, and relay to other parties.
Is there anything in particular that you would still like to achieve in your career or what is the next step on your journey?
Having been an award-winning CIO on several occasions and satisfied with my position, there are still several options I would consider for my next step.
• Remaining as a Chief Information Officer and taking on more responsibility in a more complex environment, especially on a global scale.
• Chief Operating Officer (COO) position. Transitioning to a COO role would allow me to broaden my scope beyond technology and focus on the overall operations and performance of an organization. As a COO, I would be responsible for optimizing processes, improving efficiency, and driving business growth. My experience as a CIO could bring valuable insights into leveraging technology to streamline operations and enhance human productivity.
• Board-Level Roles: At a strategic level, I would like to explore opportunities to serve on corporate boards or advisory boards. My experience as a CIO, coupled with my understanding of technology trends and their impact on businesses especially as we are now competing in a “global village”. This would make me a valuable asset in shaping the direction and governance of various organizations.
If you could change one thing in the world, what would it be?
Personally, I would mandate that all senior leaders of influence and in governments should travel the globe in order to understand different cultures, philosophies, and civilizations from both a current and historical perspective. As Mark Twain once said, “ Travel is fatal to prejudice, bigotry, and narrow-mindedness”. I truly believe that many global problems can be overcome by communication and meaningful collaboration.
Other details that you’d like to add:
The CIO has a traditional set of responsibilities as the head of technology that include setting the tone at the top for IT community, shaping and driving the organization’s technology strategy, making IT governance decisions, mentoring potential talent, and collaborating with leadership teams to enable alignment with IT strategy. However, the CIO role is evolving, and organizations are discovering that having a visionary, business-savvy CIO as a part of the executive team can create an advantage.
Strategic CIOs look beyond the horizon at emerging technology they can use to reshape business processes or revolutionize client interactions. A business-savvy CIO can collaborate with peer executives to incorporate technology-enabled business objectives into the overall business strategy. With a seat at the table, the strategic CIO can introduce emerging technology opportunities, suggest new business models, and make recommendations accordingly.
The CIO position is one of the toughest roles in the Executive C-Suite and for any CIO to be successful it’s essential they look at what is expected and how they embrace other important requirements in order for a corporation to be totally successful and innovative. I like to call this extending the “I” in the Chief Information Officer title. The new CIO must therefore embrace the following:
The New CHIEF ”I” OFFICERS
- Chief INTEGRATION Officer
- Chief INFRASTRUCTURE Officer
- Chief INNOVATION Officer
- Chief INTELLIGENCE Officer
A big thank you to Michael Long from US4 Outsourcing for sharing his journey to date.
