CIO opinion
uniformity, thereby hindering innovation. The
right approach to IT is a unified one – this
would enable business agility, facilitate the
introduction of new emerging technologies
and, not to be overlooked, allow the upskilling
of the workforce.
CIOs must also create an environment of
consistent learning and development, by
hiring new talented individuals and also
training existing staff. New job titles and a
compensation structure need to be put in
place to encourage professionals to enable
business efficiency.
Furthermore, establishing revenue targets
will turbo-boost teams and prepare them
for future leadership roles. After all, Digital
Transformation is not a one-off project – it
should be a mindset, a continuous effort
to constantly keep up with the evolution of
technology and consumer trends.
All aboard
As businesses and their priorities change, so
should boards of directors. With technology
playing such a crucial role in driving
business growth, it seems obvious that
board members should have a thorough
understanding of it.
Surprisingly, boards still lack leaders with
technical backgrounds and sufficient
knowledge to ensure the organisation
continues to effectively evolve from a digital
standpoint. That’s why board directors
who are growing more and more interested
in the role of technology, are turning to
CIOs to help analyse latest trends and
recommend key developments in this field.
In fact, IDG found that 78% of CIOs are
communicating with the board of directors
more than ever before.
While it’s certainly positive for CIOs to have
an open dialogue with CEOs and board
members, not having individuals who
understand the imminent need of digital
innovation, and the intricacies of what is
needed to achieve it, sitting on the actual
board is a huge disadvantage.
CIOs have the perfect technical skills and
knowledge to complement the current
management, financial and operational
expertise of CEOs, CFOs and COOs, and
lead companies into the digital future.
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INTELLIGENTCIO
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CIOS MUST ALSO
CREATE AN
ENVIRONMENT
OF CONSISTENT
LEARNING AND
DEVELOPMENT.
Additionally, they also have a thorough
understanding of the cybersecurity
threatscape, one of the most common issues
currently plaguing businesses.
While having a CIO on the board will
positively transform a business, CIOs
themselves can also benefit from such an
opportunity – they can use the experience
as a learning curve, refine their ability to step
away from day-to-day technical aspects and
look at the bigger business picture.
A new CIO
It’s undeniable, then, that CIOs are
undergoing an interesting transformation.
In light of this newly gained authority
and the widespread acknowledgment of
the expertise a CIO can provide, research
has revealed that 62% of CIOs are now
members of executive committees,
compared with only 38% in 2005; and over
75% of CIOs attended a board meeting in
the last 12 months, proving that they are
trusted advisors to CEOs and are shaping
their organisations’ growth strategies.
However, while many businesses have gone
a long way to shift the mindset regarding a
CIO’s position and authority, more needs to
be done within the industry for a successful
Digital Transformation to take place.
IT is surrounded by a number of outdated
stereotypes that do not accurately reflect the
current industry.
CIOs must consistently strive to redevelop
and expand their team to make it into
an environment that fosters leaders and
encourages new forms of IT professionals.
CIOs must also continue to earn the trust
of CEOs and board members by combining
their technical expertise with business
awareness and strategic thinking; as
well as constantly communicating their
progress and achievements to the rest
of the organisation to cement the value
that the CIO brings to the team, as well as
reinforcing the CIO’s suitability to improve
and grow the company. n
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