CIO says she's 'optimistic' about 2025 – MSN
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Bob Lewis, recently, wrote an article for CIO Magazine entitled “7 ways That CIOs Get Themselves Fired”. This got me wondering what CIOs think about the article’s premises. Their answers matter because CIOs are critical to succeeding at digital transformation. Fortunately, CIO answers were clear and concise. And even better represent a great checklist for those charged with evaluating CIOs, CEOs, and boards.
Without question, substantive business transformation does not happen without alignment up, down, and across organizations. Alignment is, also, foundational to CIOs achieving a seat at the table and having the influence needed to succeed. Former CIO Isaac Sacolick says, “the key point is on developing relationships. Driving transformations is going to ruffle feathers and CIOs need great relationships supporting them.”
CIOs clearly need to deliver and to be effective story tellers for what they deliver. When either of these do not occur, there is a problem. CIO Martin Davis (CIO) says that “failing to deliver on promises, or business value” is a major limiter for CIO longevity. Former CIO Joanna Young agrees and says it is a problem when CIOs “do not make and meet the right commitments. Additionally, CIOs not having constructive relationships with and being supported by C-suite and line of business colleagues is a major red flag.”
Without question, CIOs need to keep the trains running while they work on delivering the future. Clearly, COVID-19 and mass remote work has brought to the forefront just how critical this is. New Zealand CIO Anthony McMahon says, “at this level do not they get asked to resign? Usually, the change is off the back of some extremely deficient performance or making decisions outside their remit that have major impacts on the business. For me, it has to be poor performance.” Digging in a bit more, Edenred CIO Pedro Martinez Puig says, “it often comes down to major operational incidents that could have been avoided. Or a cyberattack that has garnered public attention. Or lighthouse projects having persistent deviations in time, quality, or budget.”
A common performance failure is an ERP failure. Grand Valley State University CIO Miloš Topić says, “a challenge is if the organization sees ERP as an IT project. That narrative must be corrected by CIOs quickly. Of course, this is always about people and their relationships first. There is a problem when IT is not integrated and inseparable from business.” To be fair, an ERP failure is not always the CIO’s fault. Seton Hall University CIO Stephen Landry says, “sadly, I know of CIO colleagues who were separated after problematic ERP implementations when the problem wasn’t the IT per se but rather the business’ unwillingness to rethink or streamline processes.” Arts and Wellness CIO Paige Francis adds, “I am in the midst of one myself. I hope this ages well. Yes, it has been made clear this is a business project not a tech project. Finance and HR own this baby. We are just supporting and driving.”
Digital change reduces the lifespan of public companies and creates change at all levels of management. Landry says, “anecdotally among my colleagues, the biggest reasons CIOs are in transition seems to be acquisitions, mergers, restructuring, or downsizing of their companies.” Obviously, these can be things that are out of the CIOs control.
The final element is fundamental to any managerial role, leadership. A key element here is clearly around interdepartmental relationships. FM Global Chief Technology Officer, Todd Mazza says that “CIO longevity is often the result of the failure to gain alignment and motivate teams to execute strategy.” Without question this is difficult. No organization has as many competing priorities or complexity like IT. CIOs need to have so many core qualities, any one of which could be the difference between success and failure. But leadership is at the top of the list. Francis says leadership “includes having the humility and leadership acumen to read the room across the business.”
CIOs have to be effective leaders these days that make promises they can keep. CIOs, also, need to ensure the trains keep running while they work to align the business around the digital initiatives needed to transform. This is a tall order but those who consistently achieve it, are clearly in demand.
IT Leader – Director of Infrastructure
I really liked the ERP example. This is really one of those projects that there needs to be a clear understanding of ownership and expectations.
Chief Information Officer at Art and Wellness Enterprises | Founder? | Twitter @CIOPaige | Forbes Contributor
I mean, getting tagged in this article with that title is terrifying – my imposter syndrome reared its head for a second. Happy Monday!
Envisions and drives Digital Transformations and elevates IT Operating Models to deliver now and in the future
Thanks for sharing your perspective Myles Suer
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This article was autogenerated from a news feed from CDO TIMES selected high quality news and research sources. There was no editorial review conducted beyond that by CDO TIMES staff. Need help with any of the topics in our articles? Schedule your free CDO TIMES Tech Navigator call today to stay ahead of the curve and gain insider advantages to propel your business!
By clicking Continue to join or sign in, you agree to LinkedIn’s User Agreement, Privacy Policy, and Cookie Policy.
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or
By clicking Continue to join or sign in, you agree to LinkedIn’s User Agreement, Privacy Policy, and Cookie Policy.
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or
By clicking Continue to join or sign in, you agree to LinkedIn’s User Agreement, Privacy Policy, and Cookie Policy.
Bob Lewis, recently, wrote an article for CIO Magazine entitled “7 ways That CIOs Get Themselves Fired”. This got me wondering what CIOs think about the article’s premises. Their answers matter because CIOs are critical to succeeding at digital transformation. Fortunately, CIO answers were clear and concise. And even better represent a great checklist for those charged with evaluating CIOs, CEOs, and boards.
Without question, substantive business transformation does not happen without alignment up, down, and across organizations. Alignment is, also, foundational to CIOs achieving a seat at the table and having the influence needed to succeed. Former CIO Isaac Sacolick says, “the key point is on developing relationships. Driving transformations is going to ruffle feathers and CIOs need great relationships supporting them.”
CIOs clearly need to deliver and to be effective story tellers for what they deliver. When either of these do not occur, there is a problem. CIO Martin Davis (CIO) says that “failing to deliver on promises, or business value” is a major limiter for CIO longevity. Former CIO Joanna Young agrees and says it is a problem when CIOs “do not make and meet the right commitments. Additionally, CIOs not having constructive relationships with and being supported by C-suite and line of business colleagues is a major red flag.”
Without question, CIOs need to keep the trains running while they work on delivering the future. Clearly, COVID-19 and mass remote work has brought to the forefront just how critical this is. New Zealand CIO Anthony McMahon says, “at this level do not they get asked to resign? Usually, the change is off the back of some extremely deficient performance or making decisions outside their remit that have major impacts on the business. For me, it has to be poor performance.” Digging in a bit more, Edenred CIO Pedro Martinez Puig says, “it often comes down to major operational incidents that could have been avoided. Or a cyberattack that has garnered public attention. Or lighthouse projects having persistent deviations in time, quality, or budget.”
A common performance failure is an ERP failure. Grand Valley State University CIO Miloš Topić says, “a challenge is if the organization sees ERP as an IT project. That narrative must be corrected by CIOs quickly. Of course, this is always about people and their relationships first. There is a problem when IT is not integrated and inseparable from business.” To be fair, an ERP failure is not always the CIO’s fault. Seton Hall University CIO Stephen Landry says, “sadly, I know of CIO colleagues who were separated after problematic ERP implementations when the problem wasn’t the IT per se but rather the business’ unwillingness to rethink or streamline processes.” Arts and Wellness CIO Paige Francis adds, “I am in the midst of one myself. I hope this ages well. Yes, it has been made clear this is a business project not a tech project. Finance and HR own this baby. We are just supporting and driving.”
Digital change reduces the lifespan of public companies and creates change at all levels of management. Landry says, “anecdotally among my colleagues, the biggest reasons CIOs are in transition seems to be acquisitions, mergers, restructuring, or downsizing of their companies.” Obviously, these can be things that are out of the CIOs control.
The final element is fundamental to any managerial role, leadership. A key element here is clearly around interdepartmental relationships. FM Global Chief Technology Officer, Todd Mazza says that “CIO longevity is often the result of the failure to gain alignment and motivate teams to execute strategy.” Without question this is difficult. No organization has as many competing priorities or complexity like IT. CIOs need to have so many core qualities, any one of which could be the difference between success and failure. But leadership is at the top of the list. Francis says leadership “includes having the humility and leadership acumen to read the room across the business.”
CIOs have to be effective leaders these days that make promises they can keep. CIOs, also, need to ensure the trains keep running while they work to align the business around the digital initiatives needed to transform. This is a tall order but those who consistently achieve it, are clearly in demand.
IT Leader – Director of Infrastructure
I really liked the ERP example. This is really one of those projects that there needs to be a clear understanding of ownership and expectations.
Chief Information Officer at Art and Wellness Enterprises | Founder? | Twitter @CIOPaige | Forbes Contributor
I mean, getting tagged in this article with that title is terrifying – my imposter syndrome reared its head for a second. Happy Monday!
Envisions and drives Digital Transformations and elevates IT Operating Models to deliver now and in the future
Thanks for sharing your perspective Myles Suer
To view or add a comment, sign in
source
This article was autogenerated from a news feed from CDO TIMES selected high quality news and research sources. There was no editorial review conducted beyond that by CDO TIMES staff. Need help with any of the topics in our articles? Schedule your free CDO TIMES Tech Navigator call today to stay ahead of the curve and gain insider advantages to propel your business!
