Robert Orshaw is a Senior Vice President, Global Services at Velocity Technology Solutions. In his role, Orshaw is responsible for managing all aspects of service delivery, including facilities and infrastructure, processing environments, network, service deployment, customer service and professional services.
What do cloud computing and Internet of Things have in common? Both concepts were brought to the fore in the 1990’s, encountered adoption barriers in their rise to consumer and corporate awareness, and are going mainstream – slated to reach multi-billion valuations across industries. The rapid evolution has CIOs on their toes, working to develop teams with the skillsets, tools and platforms needed to bring greater insight, action and measurement into the data made available by these two industry game-changers. 
What is Internet of Things?
Internet of Things (IoT) covers a wide range of increasingly intelligent devices and systems—from smartphones to home appliances, cars and manufacturing systems— connecting and exchanging massive amounts of data to foster more effective and efficient business decisions.1
With the cloud market expected to grow to $121 billion by 20152 and Gartner estimating IoT to generate incremental revenue exceeding $300 billion by 20203, many companies are turning to service providers to capitalize on the security, connectivity and deeper levels of data management and transparency the cloud and IoT offers.
How do you staff for Internet of Things?
Having held positions such as Chief Information Officer and Global Director of Information Technology, I recognize the importance of staffing a business to adapt to changing industry and consumer demands. Today’s CIO is shifting the organization to a partner management organization – away from doing traditional infrastructure management, data management and application management. 
To support this transition, CIOs need to prepare for a new business model in the following ways:  
  • Foster Partner Managers. CIOs need to develop a global data map and create the tools necessary to conduct automated integration and data exchange among the company’s IT services suppliers. Once the platform and tools are developed, CIOs need to pull together a strong team of partner managers, skilled with customer relations and supplier management experience to ensure a seamless partnership and working relationship between the supplier and the company.  
  • Be Open-minded. CIOs need to be open-minded, adapting to the technology and industry trends, coupled with a keen eye for customer demand. Mindset shifts will vary based on a CIOs experiences and business tenure. For example, digital native CIOs may tend to be more receptive to the cloud and IoT dynamic due to career upbringings encompassing more versatile and agile technologies. 
  • Increase Responsiveness through Service Providers. The aggregation of capabilities from service providers is a newer role for the CIO. Where traditional roles used to require the CIO managing all of the capabilities in house – dictating the schedule, managing the relationships and overseeing the application implementation – cloud, IoT solutions and competencies from outside suppliers are now being leveraged to create a more robust menu of services. The result is more flexibility for the CIO to respond to and proactively suggest the best technologies for enabling new business opportunities.  
CIOs are always challenged to do more with less. What I have found is that when I staff my team correctly, leveraging the right technology solutions and empowering them with responsibility, there is more fluidity in operations; from creating relationships to handling data and scheduling the work. The cloud and Internet of Things are two timely and strategic ways that can help ensure the CIO – and his customers – are successful.