CIO

Three harmonious factors that change the CIO octave

 

Wikipedia: The term harmony derives from the Greek ‘harmonia’, meaning “joint, agreement, concord”, from the verb ‘harmozo’, “to fit together, to join.

The future of the CIO role comes down to this very issue. Many speak of the demise of the Chief Information Officer (CIO). Yet, a growing contingent of folks sees the path to success for the ‘new’ CIO role. Make no mistake; the (old) traditional CIO looks little to nothing like the (new) transformational CIO role. Unfortunately, many in traditional CIO roles will never make it into transformational CIO roles. The leap between the two roles will prove too great for many.

While these changes may seem obvious, actual widespread adoption continues to lag. Companies and their business leaders are craving these CIO success factors, yet they remain illusive.

Shifting focus

For those looking to shift gears to a higher orbit, there are a number of core success factors that come to light. Each of these provides the alignment necessary to refocus the CIO role toward a business-centric role.

  1. Follow the Money: Focus on key areas that govern the flow of money both in and out of the company.
  2. Partner: Go beyond just the basics of partnering with fellow business leaders. Truly understand their objectives and propose ways to enhance or expand their opportunities. In order to partner, collaboration is a must.
  3. Communicate: Providing regular status reports will not cut it. Use communication vehicles to communicate the IT priorities and how they benefit both the company and the specific leader’s objectives.

All about business

At a CIO Summit last week, the executive recruiter panel addressed how CEOs and other business leaders in search of a CIO are changing their perspective and ostensibly, their wish list. Instead of asking the executive recruiter to ‘get me one of these’ with specific technical or leadership skills, they are looking for CIOs with greater business knowledge about their industry…and the ability to apply that knowledge.

Similar to other IT roles where someone has a certification (ie: CCIE, MCSE, ITIL, CISSP), the certification itself brings little to no value without the ability to apply it. A CIO in title may only bring limited value without the applicability. For the CIO, this means quickly understanding the industry, company, customers and how the flow of money takes place.

Follow the Money

Key to starting is in understanding how the company makes money. How does the ecosystem of money flow both in, and out, of the company? Which departments or divisions are key to driving both top-line revenue and bottom-line expenses for the company. What attributes are critical in maintaining this ‘engine’ of commerce within the company? A successful CIO will clearly understand the process, the players and the levers of opportunity.

Partner

Partnering today means building a symbiotic two-way relationship that mutually benefits both parties. This means that the CIO must build critical relationships with fellow c-suite executives across the organization. In order to accomplish this, the CIO must be open-minded and collaborative in nature. Walking in with a closed-minded, technology-centric agenda need not apply. One must possess the ability to reach escape velocity from the daily grind. In addition, the language used in these conversations needs to shift from technology to business. For many, this means talking about money and how it applies to the executive(s) at the table. Applicability of the conversation is key to the success of the collaborative process. The CIO needs to lead this conversation, which may push them well outside their typical comfort zone.

Communicate

We have all heard the phrase: Communicate, communicate, communicate. But is it the right communication? More is not always better if it isn’t the right content. Part and parcel with the collaborative nature of the relationship, the CIO needs to clearly communicate their priorities and how they benefit the company and/or the specific executive’s priorities. In some case, the CIO’s objectives may not benefit the executive in question, but that doesn’t mean it should be omitted. There is a level of appreciation in understanding (and respecting) the CIO’s methods of prioritization among fellow executives. This leads the CIO to greater credibility and buy-in.

CIO = Career Is Over?

In a word: Hardly. The role of the traditional CIO is at a state of plateau. However, the role of the traditional CIO is just getting ramped up. The business-centric transformational CIO will thrive and succeed beyond the current expectations. One trend that exemplifies this is the appointment of CIOs to corporate boards of publicly traded companies. We can only expect far more opportunities from the CIO as the momentum of this evolution takes firm hold.

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