In this age of ‘digital transformation’ the CIOs role is clearly morphing/ potentially splitting – Technology Leader? Product/ Platform Strategist? Business Strategist?
In this conversation, Stephen Morris, from Open Square Consulting speaks to Professor David J. Harding on the current and future position of CIOs.
Revealing divergent perceptions of the CIOs role, research from DJHarding Ltd. indicates there are a number of core ‘attributes’ critical to any CIO. Acknowledgement of such attributes is a first step to successful expectation management, improved tenure and successful exploitation of evolving technologies.
Perhaps the first opportunity to apply such CIO role attributes is at the recruitment stage; CIO recruiters (CEOs, COOs) clearly articulating their expectations from the role can greatly improve their chances of landing the ‘best’ candidate for the role.
However, once onboard, CEOs must also allow the role making process to play out; CIOs need to apply and hone their attributes, CEOs must adapt their expectations accordingly.
To have any chance of helping CIOs continue to evolve and enhance these attributes, industry needs to develop a recognised role framework, or framework of professions. However, development of a singular view of core attributes is not easy, especially as many companies are still debating the purpose of the role.
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