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CIOs have a unique perspective across the entire organisation and an opportunity , if not a mandate , to play a leading role in supporting executive team decisionmaking . To be effective , however , CIOs must understand that each executive views business slightly differently based on his or her current role and past experiences . Understanding the C-suite ’ s mental models , including risk appetite and strategic mindset , helps CIOs to build executive relationships and effective IT and business outcomes .
CEOs are typically outward-facing , evangelising , big-picture-oriented leaders who focus on future results . CIOs are more detailed and present-oriented in their thoughts , less comfortable with ambiguity and prefer operating in their sphere of control , rather than their sphere of influence . According to Gartner analysts , the trick for CIOs is not to lose the detail , but to become ‘ bilingual ’ - able to switch between IT and business leadership issues and styles .
CFOs and CIOs have many similarities . They act as stewards of critical enterprise assets and both roles usually attract people with conservative approaches . A Gartner study found the CFO was viewed as the most conservative senior executive and the CIO viewed as more conservative than many other C-level executives . The CFO ’ s focus is around managing cashflow and investments while achieving regulatory compliance . CIOs often focus on IT service and project delivery , improving business processes and demonstrating the business value of IT .
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Questions from C-level executives during IT steering committees such as “ Why is IT so expensive ?” and “ Are these savings projections real ?” can limit the value of these meetings and reinforce a tactical view of IT . As in ancient Zen Buddhist texts , when “ unuseful ” questions are asked , the CIO must “ unask ” the questions . Leading CIOs have created sets of questions or discussion guides to help their CEOs , boards and other C-level executives focus on strategic value in their discussions about IT .
Gartner research shows that all C-Level- CIO relationships range from arm ’ s-length transactional relationships to close partnerships . Four types typically exist : At risk : Where the CIO delivers below C-Level expectations . Transactional : Where the CIO is focused on running the business , rather than growing or transforming it . Partnering : Where the CIO has credibility , engages the CxOs on business issues and leads some business initiatives . Trusted ally : Where the CIO behaves as , and is viewed as , a true business leader , leading significant proportions of the business . This is still relatively rare .
If you have the CIO role now or in your sights , make time to take three or four concrete steps towards better executive relationships . Delegate running of the ‘ IT shop ’, book regular meetings with key executives and adapt your style between focusing on the future and the present , the big picture and the details . These are critical skills for the successful CIO .
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Marcus Darbyshire is an executive partner in Gartner Executive Programs . He performs the roles of advisor , coach and partner to C-level executives , helping them gain the insights necessary to make the decisions that deliver business results while building their leadership capabilities . He advises IT executives across both the private and public sectors on topics including : the business value of IT , cost containment , IT governance , IT strategy , portfolio management , cloud computing and BYOD . |