Guiding thoughts for CIOs in digital times

Digitalization has a major impact on roles & responsibilities within the organization. There is much pressure on CIOs to perform. While CIOs have been struggling to keep up with a myriad of demands, new roles have evolved, often filling gaps that CIOs failed to fill.

Many organizations have assigned Chief Digital Officers to develop the digital vision & roadmap and drive the role out. Chief Data Officers lead on building governance & capabilities and managing data. Chief Innovation Officers drive innovation, often with a strong focus on technology. Chief Customer Officers define customer personae and journeys, improve experiences with existing and emerging technologies. Chief Marketing Officers experiment and deploy tools to reach, win and retain customers. Heads of Marketing, Sales and Service groups deploy latest technology to provide a full solution to the customer that generate revenues, brand loyalty and growth.

What is left for the CIO?

Well, many CIOs may have missed a chance to drive some really exciting areas. Mentioned CXOs above will continually grow their roles, often supported by clear customer need and business support.

At the same time CIOs still have the opportunity to add value to the company and evolve their roles overtime.

CIOs are responsible for providing and assuring the full IT operations necessary to meet the demand of business - meaning expectations of customers, market, technology and other stakeholders.  The sheer number of requirements – at times even in conflict with each – creates a complex challenge, where traditional MBA text book methodology increasingly breaks down.

CIOs are expected to deliver relevant, reliable and increasingly agile IT operation services in a fast, increasingly agile manner. It is a fundamental, core expectation that CIOs must meet even to keep their jobs.  Performing well here, CIOs earn the right to engage more with business and can take advantage of many opportunities for CIOs to shine and add value to company.

It is vital for CIOs to reduce unnecessary complexity, streamline efforts and manage IT operations in a systematic way. A solid IT portfolio view can help better understand existing programs, projects, initiatives, people, capabilities, budgets, assets, hard & software, stakeholders, relationships, etc. and those with strategy, operating models and metrics.

CIOs must continuously drive operational excellence. They need to innovate, experiment with latest tools & technologies and engage closely with all key stakeholders within and outside the organization. It is no longer enough to only work with partners and suppliers to generate ideas for growth & improvement. CIOs must proactively engage with research institutes, academia, startups, incubators, and drive complementing initiatives where necessary. They could help their companies build an effective ecosystem that generates competitive advantage.

CIOs have the opportunity to drive a culture of excellence with focus on continuous learning and improving. The CIO should drive key initiatives such as DevOps, knowledge management, Innovation, crowdsourcing across the organization. Thinking and working agile are not only for software development, but also important to the entire IT organization.

CIOs must identify and procure the necessary technical, problem-solving and interpersonal skills of their staff. This must include the forward thinking of including automation, robotics and artificial intelligence into staffing decisions.

Smart CIOs will play their cards well: They will deliver excellent core services, while continuously seeking additional opportunities to provide distinct value to the business. The more CIOs demonstrate value, they will be able to assume the role of an orchestrator that brings previously mentioned CXOs roles together.


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