Building on our previous research into UK CIO recruitment we find that the combination of high CIO-Organisational contingency, diverging CIO role expectations across the TMT, outlandish personal performance metrics and the constant pressure of continuous (re)learning all contribute to CIO demotivation and shorter tenures.
..something needs to change…an acceleration in TMT ‘reinvention’..?
Who is leading digital transformation? Not CIOs, job ads suggest
Those betting on increasing levels of digital maturing to achieve sustained competitive advantage need to stop treating their CIOs as disposal commodities and start to nurture them as the critical resources they need. Where to start? I suggest a rethink in current approaches to how exec teams, define the CIOs role, assess the ‘performance’ of individuals in the role and establish learning environments that help CIOs remain abreast of the latest development s in technology and practice.
Working part-time as a Professor of Management Practice and freelance business management consultant, a colleague recently suggested I rebrand myself as a ‘Pracademic’…
CEOs pursuing sustained competitive advantage (SCA) by improving their levels of digital maturity need to create a new learning space for their technology leaders Failure to do so results in demotivated leaders, who, unable to manage the increase in competing demands...
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