“I’ll tell you why chief information officers don’t become chief executives,” says Ruediger Spies, a 25-year veteran of the IT industry and an analyst for market watcher IDC. “They know too much.”
But that role can change. In some organisations, the CIO is becoming the executive that uses their end-to-end view of the business and mediates across the various departments and partners to improve processes, to innovate and to foster collaboration.
For many, that is involving the development of new skills and approaches, as outlined in two features in this month’s issue:
On the technological side, Agile development techniques are systematising the way the business requirements are substantiated in IT systems, ensuring flexibility that matches changing business needs, and fostering deep partnerships between IT and the business.
Perhaps more challenging for some IT professionals is the development of the political nous and inter-personal skills that are the hallmark of the pan-organisational CIO.
But as our feature highlights, that might attract a whole new group of both IT and non-IT people to the role.
The evolution of the CIO
A new role is emerging for the chief information officer that puts IT’s top executive in charge of business collaboration, innovation and change management. But what qualities will be needed by the ‘new CIO’?
The Agile revolution
How a radical rethink of development processes has aligned software with the business