Reading through the abundant content on the topics of “partnership” and “alignment” between IT and business units, it’s easy to get a little dispirited. In survey after survey:
From the Business perspective, we hear that there are large communication divides between IT and business units, that IT doesn’t understand the business, that IT staff don’t have the necessary skills to assist beyond simple black-and-white issues (as proven by their Myers-Briggs scores), that they are still thinking in bits and bytes instead of business solutions, that they lack the communication and marketing prowess to translate IT investments into business strategies, and can’t move fast enough to keep up with those changing strategies anyway…
From the IT perspective, we hear that the business is difficult to work with, that they only treat IT as a service organization and not as strategic partners, that their business “strategy” is really just a series of tactical projects that become a strategy in hindsight, that the business doesn’t understand the need for “infrastructure”, that IT only learns about the organization’s plans well downstream from when they were envisioned, and that IT may not have the “seat at the table” it requires to be a real strategic partner anyway…
Much as it’s possible to tune into a soap opera and see the same character hooked up to that hospital room ventilator after missing a year’s worth of episodes, we see these studies repeated each year, with eerily similar results.
Paging Dr. Phil?
Some look at these studies, the anecdotal evidence of CIO position eliminations and at the CIO tenure stats, and openly wonder about the future demise of the CIO role as it is known today. Yet in the midst of all this gnashing of teeth we also see examples of organizations reinstating a prominent CIO role to their hierarchies after trying to get by without it, or even expanding the senior IT executive position to include additional functions such as Operations (in my view a great combination).
So where is the truth here? Is the consensus C-Suite perception of the CIO role really on a downward trajectory, driven by our inability to deliver value (and market that value), or are we just in transition to something potentially better, more flexible, and more integrated with the rest of the organizations we serve?
How are you defining your own future role?
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{ 15 comments… read them below or add one }
The truth, as always, is in between the two extremes. the CIOs of the past (heavy on tech, low on biz) are slowing going away. Today’s technical leaders must be able to straddle the classic devide between the two world views. As with any other executive leader you must bring deep knowledge of your core role and understand how to leverage that knowledge in ways that align with the greater corporate strategy and vision.
CIOs that can play that role will make their companies successful and have a long career ahead of them. Those that can’t… Expect the opposite results.
John Moore
http://twitter.com/JohnFMoore
Thanks John, I agree. I started out this post by looking at 25 or so recent articles on the “role of the CIO”, and found huge disparities in future outlook, sometimes within the same magazine issue… We should be talking about specific CIO traits and their usefulness in the future, rather than in broad generalities for the job title for all industries.
CIO’s, as a whole, would like to be strategic partners. In today’s economy two major dynamics exist. First, the need to survive, or better yet, prepare for recovery. This means keeping a relevant foundation in place capable of ramping up with the upturn of business. In this role the CIO is seen as a version of the CFO, maintaining a resource policy that keeps the business going and makes wise investments in the future. The second, undeniable, dynamic is globalization. The global recession is a clear manifestation of this. This dynamic requires the use of information technology as the key enabler of business. The CIO that gets this across to his/her management belongs at the ‘table’ of management forming strategies that provide for long-term growth. Although this second dynamic is critical I’m afraid most CIOs are mired in the first, but can survive, if not grow there. Long-term the CIO must morph into a business position with technical services beneath him/her.
Good insight, Scott. The CIO role is evolving and you are ‘Right-On’ by saying that the need for less Tech and more Business Savvy is increasing.
For the record, I am a Tech guy. I maintain a passion for technology. I love creating innovation with technology. But Technology alone is neutral. Like Money, it cannot be evaluated as Good or Bad until it is applied.
I was once a Firefighter -and guess what I loved to do? …Yep. Fight Fires. Image that. The worse thing that could happen to a family or business. And yet… I was excited by the opportunity of what others viewed as Devastation.
Tech guys follow the same lure for energy. The tech crowd loves to apply technology. It’s simply what they do – It’s how Tech Guys (/Girls) create value. Same reason why a Neurologist will find a brain disorder while an Oncologist will find cancer. It’s also why, when you give a kid a hammer, he will think everything in the world is a nail. However, every business problem is not a nail. Some documentation problems need a file cabinet -not always a sophisticated document management application.
So Scott, how do you solve the original problem you discussed? –> You need the Right person in the Right seat as CIO/CTO. You need someone who constantly asks WHY, WHY NOT, HOW, and HOW NOT as it relates to Business Challenges. The technology leader needs to serve the Business with Business Solutions. …That may or may not incorporate technology. A business demands an Investigator who knows when and how technology can and should be applied (and can motivate others to action).
I’ve launched several tech companies. And honestly, I’m currently seeking a new challenge. I want to serve a business that is seeking a leader who can distinguish when technology is appropriate. Finally Scott, to your original point, it’s about serving the business -not serving the needs of any individual. The challenge for IT managers is motivating teams to not simply deliver technology; but, to deliver SOLUTIONS, VALUE, and SUPPORT for the organization’s mission.
Gordon, thanks for the comment on the post, but I’m afraid I don’t agree that there’s a lot of insight there on my part. While I had hoped to do a review of current thinking on this topic and perhaps add some value to the discussion, I must admit I was blown away by how much print (or screen real estate) is still taken up by the same old arguments, and declarations that “IT just doesn’t get it” in the yearly surveys. One really could just reprint them year after year, and save the survey cost. Hence the reason why I left it as a question, with the hope that I would get some more views. My gut tells me that, as a group, we are farther along than the continual surveys would have us believe, but perhaps not. There are several encouraging items in the news as well, such as the integration of IT and Operations, which seems to have a lot of potential “synergy” (another overused word). Thanks again.
Your discussion returns fundamentally to the basis of human nature. Your question could have well have been “Is the Role of CFO Ascending or Descending”? …COO? …HR Director?
The CFO attempts to solve the Challenge Du Jour by applying financial remedies. The COO resolves by altering business processes. And, the HR Director by right-sizing the labor force. However, the ideal leader pauses, observes, ponders, and applies strategic alterations.
I believe that the evolution of business is not ascending or descending the CIO role or any other position. However, increasing complexities demands a multifaceted leadership style. Org charts would better represent members of a business as Venn Diagrams. While an individual may have accelerated insights regarding one aspect of business (i.e. a CIO with Technology), a leader must consider carefully all environmental factors, including the employees, directors, stockholders, clients, and the community. He or she must apply fundamental principles from various subjects, including finance, technology, legal, and human relations.
We are developing the most powerful organizations that the world has ever experienced. But to quote Stanley Lieber, a great writer in the mid-1900′s (no, not Spider Man)… “With Great Power Comes Great Responsibility.” The CIO role is not Ascending or Descending. The role is evolving to incorporate a progressively more complex reality that results from increasing power.
Scott – firstly, great article.
I believe the role of the CIO is very much defined by the CEO. If the CEO believes technology is a leverage point in his/her organization then the CIO will be given the latitude to succeed.
Secondly, for a CIO who comes from a technology background to understand the business he/she needs to learn to think like a COO. I come from a manufacturing IT background and have dealt with Operations leaders for years and if you (as a CIO) can learn how the business runs from an Ops perspective you will succeed. Once you can stop talking about how your new email server will increase productivity and how making a programmatic change in your ERP system will result in the ability to produce 5% more widgets a day, then you will have the ear of the executive management team.
Descending as too many CIO’s are introverted technologist who fail to communicate effectively with the business! IS functions need charismatic leaders who are capable of winning the hearts and minds who do not communicate in technobabble.
To stem the decline with need CIO’s who ensures the function delivers against what is promised and who can explain how IS can make a difference in plain english.
This comment was originally posted on LinkedIn
Information Technology is increasing critical to business success as it becomes increasingly embedded in the product and service offerings of organziations. I agree that leaders need to be able to participate and communicate effectively with the executive leadership team of an organization and speak in terms others will understand.
Check out this book by Harwell Thrasher: Boiling the IT Frog
website address: http://www.makingitclear.com/itfrog.html
This comment was originally posted on LinkedIn
CIO influence is an area I am intensely interested in. I Believe that the issues you discuss here show that most CIOs lack influence. My view is that this is because most CIOs and their organisations actually do a pretty bad job of getting the basics right. IF you can show that you are competent by getting the basics right your peers will begin to listen to you and even seek out your opinion.
For more follow the link!! http://viewfield1.blogspot.com/2008/10/is-hierarchy-of-needs-about-5-years-ago.html
This comment was originally posted on LinkedIn
Is the Role of CIO Ascending or Descending? http://bit.ly/18zMNr #CIO #IT
This comment was originally posted on Twitter
CIOs aren’t going away… just get one with ops experience. RT @CheyennePeddleIs the Role of CIO http://bit.ly/18zMNr #CIO #IT
This comment was originally posted on Twitter
Agree completely. The first steps are: 1) making the things that people see (office software, interfaces, response time) work – all of the time; 2) speaking directly (especially answering questions without resorting to jagon or tech-speak); 3) learning the business and understanding where (and what kind of) technology can help move business functions forward. Once that “easy
“stuff is done you’ve got credibility and can join non-IT discussions.
This comment was originally posted on LinkedIn
The role of the CIO is becoming more business focused. Gone are the days when a purely technical person could get to this level. The CIO of the future needs to have a well balanced understanding of business priorities and how the I.T can align to them. They also need a clear defined strategy of where both the business and I.T are going. Having a good CIO is key to any I.T department growing and getting the funding and backing it needs
As former CIO and now consultant on ICT Governance I fully recognize the statement and fully agree with the analysis. Knowing no organization can exist in future without well organized IT (even not a one men’s shop), the trick is in a well organized ICT Governance. As long as a CIO is more an ICT technician than a real Chief (generalist) getting organized the Information properly, the conflict will remain. I still see too many Boards (in the Netherlands), appointing pure technicians in the CIO role and than wondering why things go wrong. Many Boards also don’t understand that to get your ICT well organized to serve the business well is a real challenge. A task that cannot be delegated to lower ranks. Good organizations nowadays can be recognized on how they organize their ICT. The reality is that in many cases ICT is not considered as business critical or important, with all consequences.