of managing 560 technologists worldwide at a $3.8 billion company struggling to right
its reputation after the jailing of its former chief executive, Sanjay Kumar, who, along
with former sales executive Stephen Richards, pleaded guilty last year to obstruction
of justice and securities fraud. Baseline senior writer Kim S. Nash spoke with Hansen.
baseline: you are cio at a tech company.
you get access to new technologies
before other cios. you also get support for those products that other
companies don’t get. does that mean
you can be more innovative?
hansen: People ask me about the difference between
being CIO at a tech company compared to any other kind of
company. The first is, I have 15,000 people here who think
they can do my job better than me. I really do. The second
and easier one is—I’ve had headhunters call me because of
this—you have to really integrate a showcase strategy around
your tech. We run more CA technology than any other customer.
Some people overlook that when they’re trying to run 100
mph and you end up not keeping staff up to snuff. We want
independent certification for almost all roles. We categorized 600 roles to 12 groupings, such as management, field
support, and network-and-telecom. We defined internal
and external certifications we want people to have and have
gotten aggressive funding to do that.
what do you do with
that early access?
There’s a technology, for example,
CA just went to market with and it
does not have functionality we need.
I said to the development group,
“I want to use the app but I can’t
without this piece. Can you put this
in?” They decided to put it in, with
me co-funding it.
certifications are controversial.
are they worth the money?
There are a lot of different needs and desires these people
have. Some people feel strongly about getting an accredited certification—Microsoft, Cisco.
All my security guys are getting CISSP
[Certified Information Systems
Security Professional accreditation].
These guys really feel that they’re being
heavily invested in. They all [the I.T.
staff] have a development plan about
what certifications they’re working
toward for the next couple of years.
If i can
get an i.t.
then i will
have a great
BASELINE JUNE 2007
what is that product?
It’s Unicenter Patch Management.
Those products were designed for
Windows patching and not necessarily for Unix. It works with Unix,
but CA hasn’t decided as a company
to commit to researching Unix
vulnerabilities to push out those
patches to customers. Internally, I wanted the product to do
both. There are a couple products on the market that can,
but we had built our own.
in hiring and training high-performing
i.t. staff, how innovative are you?
We’re very, very focused on employee development and
career pathing and training and education. It’s critical.
it is hard to measure
the loyalty you engender
with training or any
kind of soft investment?
When I walked into CA five years
ago—it’s been a tough five years at the
company. We’re starting to see the end
of the bad stuff. But employees have
worked really, really hard. I’ve gone
in with the attitude of, if I can get an
I.T. organization that people enjoy
working in—with equipment, soft-
ware, training—then I will have a great I. T. organization. But
there are many pieces; it’s not just throwing money at people.
And believe me, we did do the money part. I analyzed the
compensation of every employee and made sure they were
paid to market rates. We compared against the 25th percentile, 50th and 75th and are making sure no one’s under the
50th. When you fix one thing—training—but find out you’re
underpaying, that won’t work._