That's because, thanks to taxes, a server costs twice as much in Brazil as it does in the U.S. "After companies invest in hardware, they have less to invest in getting innovation through new software. It's an innate challenge here," he says. CIOs need to be aware of tax laws, if only to explain to counterparts in other countries why costs are so much higher. Fluctuating exchange rates and inflation wreak havoc with budgets as well.
How to Make IT Work From Anywhere
Simplify. "It's tempting to try new stuff," says Reilley, "but you have to think about who's going to support it. Define and enforce standards, and then choose your policy exceptions carefully." For instance, the Pediatric AIDS Foundation has standardized on Windows PCs and doesn't use Macs, not because Macs are harder to support, but because it's simpler to support just one platform.
A policy of keeping things simple works with staffing, too. "My experience in India taught me to think in terms of living with scarcity but still delivering results," says Jetly. "I'm always thinking about how I can do the same thing with fewer resources. If I think I need a team of 10 people for an optimal solution, can I deliver something that might be less perfect with fewer people?"
Mitigate. Think about what can go wrong and plan for it. That outlook could take into account anything from floods and civil unrest to customs regulations. "When you're venturing into unknown territory, you have to mitigate risk," says Seshadri. That's why system redundancy comes up so many times in conversations with emerging-market CIOs. Reilley, for example, issues satellite phones in Africa as a backup in case the network goes down.
IT leaders likewise agreed that another simple way to mitigate infrastructure risk is to build browser-based systems that let employees work offline while inputting data into an application and then uploading it when a connection is available.
Collaborate. If you need help, ask for it. Increasingly, CIOs in emerging markets are working with local vendors and outsourcers to fill gaps in their teams. That means relying on third parties to bring in staff resources when the CIO's company might not be able to. A benefit of using third-party personnel is that they can help you deal with cultural issues.
At the same time, if you're a global CIO, you must work with on-site staffers. "Learn to bridge cultures, time zones and distance," says DHL's Valencia. "Team engagement is essential, because our local IT teams know what's best in their environment."
All this may make life as a CIO in an emerging economy sound difficult, but the fact is that there are innumerable silver linings.
Sign up for CIO Asia eNewsletters.