What is a CIO?
The Harvard University Kennedy School of Government Leadership for a Networked World program has formed a research group to look into what CIOS need to know and do when they are in a strategic role. We find that while many people hold the title of Chief Information Officer, their roles vary significantly. So, what does it really mean to be an executive responsible for technology strategy and operations? What skills, knowledge and abilities are most important for a CIO and how does one obtain them? What's the difference between a CIO and an IT Manager or Director?
Replies to This Discussion
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Permalink Reply by Bernadette on -
CIO must have strategic focus
IT Manager has more tactical focus
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Permalink Reply by Liza on -
Thanks Bernadette. That's straight forward but what's strategic? We hear that word a lot but how is it best defined in this context?
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Permalink Reply by Bernadette on
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To respond, I think I need to be more personal about how I try to manage as the CIO - so forgive me if this seems annecdotal. Please also note that this perspective is from a mid-size organization. I hope smaller and larger organization CIOs will post some of their comments as well, because I believe strategic perspectives and focus really must change and scale to the size of the organization.
I used to say the CIO perspective had to be more than 5 years out, but I don't think that is realistic anymore given the speed of change in technology. Today, I encourage my "tactical" managers to think about their decisions in terms of impacts next quarter or next year. As the "strategic" leader for the group, I try to keep my decisions focused on impacts to the organization as a whole over the next 3 to 5 years. Because I am leading in a government organization, I try to be sure the choices we make will be easy to manage, scale and support for the next 5 years - and affordable for the organization over that time. For each investment I present to the Mayor or City Council, I ensure there is a clearly defined ROI in less than 5 years so they are confident in the stewardship of the department. All projects must show positive impacts to the "business" of local government - so there is nothing that is technology just for the sake of technology. IMHO, asking our customers to change something about the way they work today without ensuring they understand how or why it will assist them in their mission to serve the community is plain irresponsible.
If your day to day thoughts and actions are around technology, such as fixing the downed server, repairing the network trouble, assigning staff to fix problems in other departments, preparing evaluations and diciplining staff, communicating with people in the organization who need help with technology, and researching the ways new technology could help the IT department then you are probably an IT Manager.
If your day to day thoughts and actions are focused on budgets (for the department and the organization as a whole), staff development (hiring-firing and training), communicating with other senior members of the organization about how technology could impact their department, citizen complaints, and researching ways technology could impact the missions of other departments, then you are probably a CIO......
This is probably a controvertial statement, but I won't shy away from it and I welcome replies..... Theoretically, a successful C-level person should be able to trade positions with any other successful C-level person in the organization. Aside from a brief learning curve about the specific functions inside the department, if your skill set and focus are correct, you should be able to lead the Public Works Department or the Health Department, etc. just as sucessfully as you lead the Technology Department.
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Permalink Reply by John Gillispie on -
A CIO has to be able to define how technology is going to impact the future of operations and how those changes will impact the business (in terms of operations, financial, people, etc.).
Right now many of us are struggling with how Web 2.0 (if there really is such a thing) will ultimately impact our businesses. The social aspect of the Web and the impact/influence it will have in the future. A CIO has to be curious, know how to listen, and integrate information from a broad set of diverse inputs.
A CIO is lots of things and much of what they are depends on the organization they are part of.
I am not sure that I agree with Bernadette about being able to move into any C level position. The skills and abilities to be a CFO are very different than being a Chief Operating Officer in a manufacturing plant.
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Permalink Reply by Avi Duvdevani on -
I believe that a successful CIO is one who can create and foster an IT governance environment where his/her organizational counterparts feel completely comfortable publicly presenting and discussing their business related IT strategies and goals without relying on the CIO for support of such discussions. I most recently experienced this while away in Alaska, while 3 of my business counterparts effectively presented a significant enterprise IT initiative to NYCHA’s Board of Commissioners, which the Board ultimately approved. I never felt more proud or privileged to be supported by executive business partners who could deliver an effective “technology briefing” in the absence of the “technology guy”!
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