At one point, the parent company bought out a competitor -- a fairly large one, at that. The challenge for the IT teams was to convert the competitor's accounts to our own applications; management did not give us the option to continue to run the competitor's applications. Checking and savings account conversions would need to be planned and executed perfectly.
I was part of the team that worked on the planning for our regional bank. We worked and reworked plans for converting our portion of the competitor's accounts and a checklist to roll out the changes as quickly as possible following the feds' approval of the acquisition. We were ready.
The CIO of the larger parent company called a meeting to coordinate the IT teams' conversion plans, so key managers from our IT team flew to corporate HQ.
The meeting was held in mid-February. The CIO started the meeting by asking the parent company's team when their conversion would be completed. They replied that they'd have their plans done by late summer.
The CIO then asked when our regional bank's conversion would be completed. Our managers told him "end of June." He said, "You mean that's when you will have your plan completed?" Our managers told him that no, that was when the conversion itself would be completed -- all checking and savings accounts, everything.
He turned to the managers representing the parent company's technology team and asked them, "So these guys are going to have their conversion completed before you even have your plan completed?!"
We tried not to gloat, but the word got around that the parent company's tech team was "challenged" by management to speed up their portion of the conversions. "Big" does not always mean "great."
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This story, "Small vs. big IT: Two teams, two plans, one winner," was originally published at InfoWorld.com. Read more crazy-but-true stories in the anonymous Off the Record blog at InfoWorld.com. For the latest business technology news, follow InfoWorld.com on Twitter.