Managing IT emergencies: the experience of Aurore Butrot, Transition CIO

‍Faced withIT crises, every minute counts and every decision can change the course of events. For Aurore Butrot, IT Transition Manager, these storms are no longer surprises, but trials where experience and leadership make all the difference. Through her confidences, she takes us behind the scenes of these critical moments, sharing valuable anecdotes and lessons learned. From managing teams in the midst of turmoil to making the right strategic choices, this interview reveals the art of leading in times of crisis with authenticity and effectiveness.

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Anticipating the unexpected: The importance of contingency plans

No IT transformation goes perfectly. One of the most striking experiences I've had was the need to backtrack on a critical deployment.

We had launched a new warehouse management tool, a strategic project that impacted the entire supply chain: from orders to deliveries and invoicing. We had followed the plan, but overconfidently skipped some of the tests because the service provider assured us that everything was under control, that the switchover would go smoothly. As soon as we went live, everything fell apart.

The realization was brutal: order processing times were too long, flows were disorganized, and business was on the verge of grinding to a halt. "At that point, we had to make the most difficult decision of all: to go back. Cancelling production meant accepting a temporary setback, but it was the only way to avoid an operational and financial disaster.

The consequences were severe. Beyond the direct impact on the company - lost sales, delivery delays, customer dissatisfaction - the crisis had a profound effect on the teams. We were all exhausted. Over 120 hours of work in a week, days and nights solving problems... and still, it wasn't working. The announcement of the rollback was a blow to everyone.

At times like these, the most important thing is to act methodically. I took an hour to isolate myself, analyze the situation and structure a plan. Once in the war room, we set out the facts, established clear priorities and reallocated resources. The key is to be transparent: it's not about minimizing failure, but transforming the crisis into a rebound point.

Since then, our practices have evolved. We have systematized the preparation of rollback scenarios and strengthened the rigor of testing. In every high-risk project, we now include detailed rollback plans, because experience has shown that it's always easier to go back when it's been anticipated.

Keeping your cool and bringing teams together

In a crisis, the human impact is often as critical as the technical aspects.

"I remember one of my colleagues, a big guy at six feet tall, breaking down in the middle of a meeting: 'I can't do it.' These situations are common. The pressure is immense, the teams are exhausted and doubtful. That's where the role of the manager comes in: you have to give them time to breathe and keep them on track.

Crisis management doesn't just mean solving a technical problem; it also means supporting teams to prevent them from collapsing under pressure. It's essential to take a step back, set clear milestones and avoid hasty reactions. I believe that if you act too quickly, without thinking things through, you often make the wrong decisions.
My trick in these extreme situations is to take an hour alone to take stock. To bring the stress down and think things through on my own. But to each his own!

In these tense moments, communication is a major lever. "We've set up regular meetings and discussions so that everyone can express their concerns and propose solutions. A crisis can never be solved alone; it's a collective dynamic."

The importance of transparent management

Effective crisis management also depends on strong alignment with top management. A lack of clarity in expectations can seriously compromise a mission.

"There have been times when I've arrived on a mission without the GM having really explained my objective to the rest of the team. He left the teams in the dark about my exact role. The result? A climate of mistrust, unnecessary tension, and a mission that became an obstacle course.

To avoid this, a clear framework must be established from the outset. Anything is acceptable, as long as it is said. If the Transition CIO is expected to restructure an organization, cut staff or rethink practices, this must be accepted by management. Transparency is the only way to avoid a poisonous climate."

The posture of the Transition CIO: the need to speak your mind

"After discovering the Interim Management profession, I no longer want to be a traditional CIO who suffers, but to get straight to the point. Today, I work in a company, but I tell it like it is, and immediately highlight the problems."

This posture is essential to guarantee maximum efficiency. "A CIO in transition can't just sit back and take it. He or she must be a driving force, setting clear objectives and not hesitating to refuse what is not feasible. The illusion of 'it will pass' always leads to failure."

The challenge is also to give IT teams a new sense of purpose. "In many companies, there is a fracture between infrastructure and application teams. And yet, without a solid technical foundation, no transformation is possible. Putting everyone back in their rightful place and encouraging exchanges is an essential performance lever."

A pragmatic approach is to set up regular meetings to smooth communication. "What works every time? A monthly meeting where each team shares its projects, bottlenecks and solutions. One hour a month works wonders."

Conclusion

IT crisis management is not just a question of technology, but above all of leadership and attitude. A CEO who is transparent and aligned with the Transition Manager ensures effective and legitimate action. For his part, the Transition Manager needs to maintain an objective vision, make rapid but well-considered decisions, and mobilize teams around lasting solutions.

Managing a crisis means transforming an emergency into an opportunity, involving all stakeholders to strengthen the organization's resilience.