Table of Contents
- Transforming the CIO role
- Transforming executive relationships
- Communications with customers and employees
- An expanded discussion of ROI
- Recommendations and key takeaways
- About Laura Stuart
- About GigaOm
There is broad agreement from CEOs to CIOs that most enterprise IT departments are not prepared or trusted to lead their organizations through the disruptive technology change occurring today. However, some CIOs have managed to create and sustain the transformative IT departments that their companies need in this time of change.
Many more CIOs can create or sustain the leadership role and functional IT department that are needed to foster innovation and execute on visionary change. Although such a transformation requires intense and sustained effort, it can be substantially completed within two years.
This report looks at the ways CIOs have established IT leadership within the enterprise by remaking their own role in the company. Among the key areas of change are the following:
- The focus of the CIO must change from primarily overseeing day-to-day IT operations to leading executive understanding and consideration of the technology-driven changes that are possible and required within the firm.
- The transformative CIO thus becomes a true peer with other members of the corporate executive team.
- The transformative CIO is outward-focused, communicating directly with customers and line-of-business employees in order to better understand the needs of the firm.
- The transformative CIO frames discussions and evaluations of technology investments within the broader context of enterprise impact and ultimate, net ROI for the firm.
This is report is the first part in a two-report series looking at the areas that typically require transformation in this process. Part two will address how the IT department is transforming and fostering innovation.
Thumbnail image courtesy of Randy Faris/Fuse/Thinkstock.