Perspectives & Strategy

Many a CIO will have started their career being passionate about one or another aspect of computer technology. That may be business analysis, programming, quality assurance, project management, building networks, architecture, or a focus on hardware. Generally speaking IT is passionate about change. At the start of your career you learn how essential it is to specialise, to focus on a particular skill.

For some in the industry that ability to be a specialist is the driving force behind the whole of their career – they wish to develop their skills and showcase an ability in a specific area. Yet for others that is not sufficient. So what knowledge and skills does a good CIO need?

Finance:

Generally there is nothing more important to a corporation than its finance solutions. It is a core capability and IT has a very important role to play. The astute IT leader needs to understand the impact of financial solutions and how they add value to the organisation.

Business Intelligence

A working knowledge of the contribution made by Business Intelligence to the corporate well being is a key skill. This is not purely about financial reporting, but is interlaced with marketing and operational elements and the contribution they make to corporate growth.

Managing Budgets

Managing projects is the starting point. Projects all have their own budgets that have to be controlled but this is only the starting point. The more complex the budgeting scenario the more prepared an individual can become for the step up the ladder.

Strategy

The more the IT Leader develops the more they are involved in strategic thinking. There are any number of new imperatives that impact the business. The majority change the organisation to some extent, but not all impact IT systems. It is essential to develop a strategic mind, which includes both business and technology futures.

Corporate Architecture

The CIO has to take a more holistic view and consider the single system within a wider context. An understanding of the key architectural assets: applications; data; storage; security; network. It is not necessary to have a detailed knowledge of each but a detailed knowledge of two specialities and a broad understanding of the others. This is still applicable as the architecture goes into the cloud.

Marketing

This demonstrates an understanding of the markets in which the corporation is active. Communications, positioning, and promotion are key parts of marketing and skills an IT leader should develop. Marketing is another client of the Business Intelligence solution which underpins finance, marketing and operational activity.

Communications

Any leader must have an ability to communicate well with the business community and senior executives. Business analysts and project managers typically develop this ability during their project work but many others in IT can be afraid to venture out of their shell.

Operations

Develop an understanding of the business operations. Parts of the business, like manufacturing, may not seem sexy, but IT systems have an impact in each area and should add value to each.

Organisational Change

All businesses change, it is a simple fact of life, growth, diversity, mergers, etc. all impact the way that a business is managed. The CIO needs to understand the way that an organisation is changing and to some extent anticipate this. Processes and systems do need to change in response to the ever changing business landscape.

Legal Understanding

IT is becoming increasingly impacted by legal change. SOX is merely the tip of the iceberg here. The IT Leader does need to consider the systems impact of new laws implemented in their jurisdiction and ensure their department is prepared. One current example here is e-discovery in the case of any legal action.

Organisational Development

In addition to contributing to change the CIO should be involved with ensuring that the people side to the organisation develops. This is not just a matter of IT people getting appropriate training, but in ensuring that the business community develops appropriate skills. This is normally managed in association with HR.

Conclusion

Armed with skills in each of these areas the young IT professional that is seeking can develop to become a future CIO. It is essential to understand that the ground is changing and the role of CIO is not the same today as it was perhaps ten years ago and the role is also changing right now. These are the skills that are necessary to develop as a future leader. Most importantly the CIO must add value to the organisation. Additionally it is important to build a network of business connections, that network is essential for your future growth.