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“CIOs are being asked by their CEOs to help develop new offerings for customers. That means the “I” in CIO now stands for innovation, not information.” - Ronald Blahnik, VP/IT Engineering, Lowe’s Co.
“The CIO must be viewed throughout the organization as a trusted business partner and leader.” - Dean Del Vecchio, CIO and CAO/Corporate, Dow Jones & Co .
“For IT to drive business transformation, an IT leader must couple a CEO-like grasp of emerging business strategies within his or her industry with CTO-like understanding of emerging technologies outside of that industry.” - Walter White, CAO, Allianz Life Insurance Co.
As these comments from senior executives suggest, the idea that a CIO must be both an IT leader and a business strategist is not a new one. However, despite all the talk of getting a seat at the strategy table, most CIOs have yet to get the memo.
So what exactly prevents IT from expanding beyond its traditional support function and how can CIOs become more strategic business leaders?
While some of the barriers are external — the longstanding relegation of IT to an organizational “ghetto”, where people aren’t exposed to business issues, for example – many exist within the individual. Removing personal barriers may require a fundamental change in how you view your capabilities and responsibilities.
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