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CIOs(ChiefInformationOfficer)

By Kathryn Burns,2014-08-13 20:32
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CIOs(ChiefInformationOfficer)

CIOs (Chief Information Officer) are

    senior executives responsible for all

    aspects of their companies' information technology and systems. They direct the use of IT to support the company's goals.

CIO(信息主管)是对企业信息技术和信息系

    统各方面负责的高级执行者。他们为实现企

    业目标而指导IT技术的应用。

     With knowledge of both technology and

    business process and across-functional The Top 10 Requirements of the CIO

    perspective, they are usually the Position

    managers most capable of aligning the

    organization's technology deployment What are the qualities of a 21st century strategy with its business strategy. CIO? Here’s a list from the viewpoint of CIOs oversee technology purchases, executive recruiter Mark Polansky, a implementation and various related managing director and member of the services provided by the information advanced technology practice of systems department. However, at many Korn/Ferry International.leading-edge organizations, the CIO

    delegates many of the tactical and 10. Ability to hire, develop and retain operational issues to a "trusted high quality IT professionals.

    lieutenant" in order to focus on more Surprisingly, this critical proficiency strategic concerns. is often not higher on the list of required

     attributes of a great CIO, and sometimes The "information" part of the CIO's job not at all. The ability to attract, grow is increasingly important. The and groom, and hold on to excellent effective and strategic use of common employees is too often broached by me enterprise-wide information requires rather than my client, and then is it is someone with a cross-functional almost always added to the list if it was perspective. CIOs have taken a missing. Accordingly, I give high marks to leadership role in reengineering their CIO candidates who spontaneously promote organizations' business processes and and substantiate their prowess in this the underpinning IT infrastructures to area in an interview with me.

    achieve more productive, efficient and

    valuable use of information within the 9. International or global experience. enterprise. Many also take a leadership This item probably would not have been on role in knowledge management and the this list ten years ago. As companies from valuation of intellectual capital. all corners of the world seek to serve Similarly, CIOs are in an ideal position international outlets, and cross-border

    to lead organizations' Internet and Web acquisitions become more common and initiatives. create larger global corporations, it is

     frequently expected that a top CIO

    CIOs usually report to the CEO, COO or possesses an appreciation of foreign CFO, and they often have a seat on the cultures and an understanding of doing executive steering committee or board business in foreign markets. Knowledge of (or at least have frequent and close a specific market, country or language is access to top officers). While the sometimes required. More generally sought

    specific title CIO is generally a clear is an openness and awareness, based on indication of an IT executive's senior experience, that there are different ways rank and strategic influence, many of interacting with customers, suppliers, executives with the title VP or director partners and employees, and diverse modes of information technology, systems or of conducting business in other parts of services hold comparable positions. the world.

    8. Knowledge of and experience in a

     specific industry. A very common request

     sometimes the client will insist on Step Up and Lead finding individuals from their own

     industry, for example banking, retailing, John J. Ciulla, chief information insurance, hospitality and the like. To officer at content management provider increase the potential candidate pool I Vignette Corp., shares his career path usually suggest consideration of

     candidates with alternative experience in story.

     industries with parallel business models, When I first joined the elite ranks of and the client will often expand the the basement dwellers back in 1981, the acceptable range of commerce sector term CIO didn't even exist. In fact, we experience. Occasionally a client will didn't even use the term information specifically request that a CIO candidate

    first it was data technologysearch be filled from another industry in processing, then it was management an effort to import new ideas and thinking information systems (MIS). And looking from a more progressive sector of the back, it seems like we really did spend economy.

    an awful lot of time down in the

    basement, just trying to keep our 7. Ability to create and manage change. network up and running. This is a very common and important

     requirement since most searches are not

    Even in 1993, when I landed my first CIO initiated to simply replace a CIO who has gig at Entex, our infrastructure gave me moved on. Far more of these assignments many sleepless nights. I was constantly are undertaken for newly created worrying about uptime and putting out positions in organizations that have fires. Granted, it was my first time never had a CIO, or to significantly performing the CIO role, but it seemed upgrade the post from a legacy set of like I just never had a chance to take responsibilities to a true CIO role.

    off the pocket protector and become a Changing the posture of the IT function part of the culture of my company. from an operational necessity to a

     strategic element is the highest priority

    Yet while I may not have been able to feel here, with expectations of quantum it at the time, by then a transformation improvements in both IT planning and was beginning, and technology was execution. The ability to create change in starting to catch up to the speed of the corporation’s operating and business business. Today the systems and processes, for both efficiency and management tools out there are so good competitiveness, is also commonly sought. that to say I have nearly 100 percent Business process reengineering (BPR) and uptime doesn't seem like much of an continuous process improvement (CPI) are accomplishment. Uptime today is like on the minds of many CEOs, especially in dial toneyou simply expect it to be tougher economic conditions.

    there. These days I spend less than 50

    percent of my time on the traditional CIO 6. Communications skills. The ability to

    task of managing information systems. intelligently articulate a strategy, an But I'm busier than ever. idea, a thought or a feeling in a clear and

     appropriate manner is an absolute must. A Strategic Player Add in great listening skills as well as We all know that the role of the chief strong abilities in negotiation, information officer is dramatically persuasion, and conflict resolution. This different now from what it was 10 years requirement can encompass the written ago or even two years ago. Today's CIO word, one-to-one verbal communication, has moved out of the basement and into group ‘platform’ skills, and public the boardroom, becoming a key figure in speaking.

    purchasing decisions, operational

    strategy, even marketing and sales. 5. Management skills. Proficiency in

    Whether we're creating the next killer directing and supervising people, app to keep our company one step ahead projects, resources, budgets, vendors,

    of the competition or strategizing with and other business partners is essential. the marketing group about how to appeal Great managers are also expected to be to other IT decision makers, today the accomplished team builders, motivators, CIO is a vital piece of any company's coaches and mentors. Setting priorities, strategic puzzle. The question is, how assigning the appropriate resources do we convince our business peers of against those priorities, and delivering that? on time and on budget are always seen as

     key requirements for a top CIO.

    For me it all began to change during my

    second stint as a CIO, at Tivoli Systems. 4. Relationship skills. From the vantage

    I was more comfortable with the point of the CEO or COO searching for a challenges of the position by then, and CIO, whether for a new position or a the technology was already reliable replacement, dysfunctional connections enough to free me up for some actual and low rapport between the CIO and other

    management work. C-level officers and business unit

     leaders is a highly observable and all too I began to look at my IT department as common reason for failure. This an organization in and of itself. After expectation also extends to interactions

    all, we had an infrastructure. We with customers, suppliers and partners. developed products. We had a plan and a Relationship building takes

    strategy. We had to align ourselves with interpersonal communication to the next

    the needs of our internal customers. The level by establishing and maintaining a only thing we were lacking was a strong understanding, rapport, bond and marketing and sales component. So we trust between individuals.

    decided to create one and promote our

    organization within the company. 3. Business savvy. In the eyes of senior

     management as well as peers, the most We began a series of three six-month visible and frustrating shortcoming of campaigns to reach out from our IT group senior IT managers is a lack of

    to the rest of the company with something understanding of business both the

    that everyone could relate to. Our employer’s specific area of commerce as slogan for the first campaign was, well as business in general. CIOs that "We're All in the Same Boat," and to kick don’t make a strong effort, or don’t it off, we painted a canoe with Tivoli have the capacity to develop an in-depth

    colors, filled it with ice and beer, and knowledge of the industry served and the presented it to the rest of the company company’s business strategy, operating at a Friday afternoon beer bash. During model, value proposition, market position the next months we put up posters to and competition, are doomed to fail since generate awareness and excitement for they are inherently limited in the value the follow-up campaigns"Row the Boat" that they can add to the organization’s and "Win the Race." progress and well being. Similarly, a

     foundation in the principles of

    In the end those campaigns were a huge accounting, finance, supply chain success for us, and they really helped management, marketing, sales and the people in my division feel like they distribution channels, both traditional were part of something unique. The and online, is necessary to succeed and effort brought us together as a team, and therefore required by senior management.

    in the mid-1990s, happy employees were

    a major business imperative. 2. Expertise in aligning and leveraging

     technology for the advantage of the

    But the campaigns were also for the folks enterprise. This requirement is always a outside the IT department. The effort cornerstone of the CIO search got people from all over the specification process. Specific facets of organization to notice who we were and technology such as ERP, Web

    what we stood for within the company. I infrastructure, e-commerce, CRM, sales soon found that not only were members of force automation, data warehousing, etc., my team more satisfied with their jobs, come up frequently but are often

    but I started getting invited to lead downgraded to ‘preferred’ status. Even other initiatives beyond IT, eventually less commonly required is experience with heading up the company's leadership and specific application software packages communications task force and some other such as SAP (the most requested), or any cool activities outside of the particular operating software platform

    traditional CIO role. My responsibility such as UNIX, and almost never any grew, and thus I began reporting specific brand of hardware. By way of directly to the CEO. contrast, these elements were far more

     frequently required of MIS Directors, the Now, not every corporate culture would previous generation of IT leaders.

    allow an executive to tote a canoe full

    of beer into a Friday afternoon 1. And the number one requirement for the gathering, but our campaign at Tivoli position of Chief Information Officer is: was just one example of how today's CIO Leadership. This is the quality that is is more than the alpha geek. not only in every search specification,

     but most frequently comes up first and Chief information officers today are most emphatically as in, ‘What we really true C-level executives, and as such need is a leader.’ Leadership is that they are being asked to display real subjective but easily discerned quality business skills and strategic insights that sets great CIOs (and other types of

    that can benefit the company as a whole. great managers for that matter) apart from The opportunities for CIOs to provide good CIOs. Leaders are special people

    new kinds of value for their visionary, passionate, inspirational, businessesand enhance their own wise, charismatic, confident, careers in the processare greater than influential, risk taking, encouraging, ever before. positive, reassuring, creative thinking,

     goal setting, helpful, supportive,

    Running the Business principled, honorable, fair and open Today at Vignette, I'm involved in many individuals. Leaders serve as role aspects of the company outside of IT. models. They stimulate ideas and they coax Since Vignette is a software maker, my the best from, and give recognition to all IT department is not only creating the those around them. Leadership is the very next killer app to drive our CRM systems best career currency one can have.

    forward, but we're using our own

    software. That in turn helps our sales

    guys go out and prove to the world that

    what we're selling works.

On the other hand, as a CIO, I'm

    constantly getting spammed by

    solicitations from other software

    companies. Most of these e-mails and

    letters are ineffective for one reason

    or another, and I end up deleting dozens

    of them every week. I've started talking

    to our marketing folks about why that

    isI am, after all, the spammers'

    target audience. By all accounts my

    experience has proven invaluable to our

marketing staff, and I now meet

    regularly with them to strategize and offer feedback on their approach for our company. Similarly, I've used some of my own contacts within the CIO world to help our sales guys get a foot in the door.

    The extra activities have continued to grow to the point where I'm now running around quite a bit. Last week I was on the East Coast meeting with major client prospects. Next week I'm off on another,

    similar junket. It's hectic but challenging, and very rewarding. I'm helping to run a business at the highest level. It's hard to believe this is the same job I had at Entex nearly 10 years ago. Today I'm all over our company and all over the country. Back then, I was

    in the basement.

    It's partly that technology itself has come so farit's more reliable and more valued companywide. But it's also largely because I made a conscious effort to step out of the CIO mold and lead my organization.

The role of the chief information

    officer is changing in many ways, and that's due at least in part to the fact that we are changing it. There's been a shift in perception that's opened the door for all of us to expand our responsibilities and our careers. Maybe

    you won't end up wooing the company with a canoe full of beer, but with the business skills, experience and insight that CIOs possess today, there are endless opportunities for you to bring new value and new leadership to any organization.

10 Worst Mistakes a CIO Can Make

    1. Reign from your office. Let your assistant book your calendar on a first come, first served basis so that you have meetings every half hour with your

    direct reports and vendors. Don't listen to the little voice telling you that the majority of your time should be spent with your customers and the front line of the business. Instead, delegate those activities to your staff.

    2. Be strategic, not tactical. Believe executives when they say, "We need a change-agent CIO to help lead business transformation." Dedicate all your time to leading strategic initiatives. Ignore the grumbling about your high cost structure, poor customer service and uneven operational performance.

    3. Be tactical, not strategic. Believe executives when they say, "After a period of hefty IT investments, we are well positioned with our capabilities and need somebody to get the costs under control." Focus solely on operational

    excellence, relying on budget

    constraints to manage demand.

    4. Address demand on a "you pay, we play" basis. Cash all the checks the business is willing to endorse to IT. Assume that a willingness to pay corresponds to a value proposition and that you will not

    be held accountable for unrealized value and soaring operational costs.

    5. Say "yes" to everything. Agree to all client requests, and trust that you can get internal supply to flex infinitely with demand by using tactics like

outsourcing, skill development and

    improved processes. Ignore the fact that there is a practical limit on the number of investments that can be well managed and the amount of change a business can absorb.

6. Always say "no." Institute a

    governance monarchy and appoint

    yourself king. Assume that you were hired to take tough stands, and eschew the other tactics for managing demand (strategy making, senior executive governance and investment management) as inefficient.

    7. Subscribe to the big bang theory of development. Ignore the mountains of research about the need for short cycle time of projects. Approach multiyear initiatives as a single project with a known destination. Assume that the business context and leadership will stay stable over the long term.

    8. Treat architecture and security as outputs rather than inputs. Shape infrastructure on a project-by-project

    basis, and ignore your fiduciary responsibility to leave the place in better shape than when you arrived.

    9. Pretend that your organizational weeds are really untended flowers. Deal with poor-performing employees by

    working around them or lowering your standards. Use outsourcing to get critical skills, and focus your in-house

    resources on keeping the business running.

10. Rely solely on your gut. Support the

    Balanced Scorecard approach to drive and monitor strategic change, but don't

    bother putting measurement systems in place for cost and urgency reasons. Use gut and instinct as your guide, and assume that your unwritten record of accomplishments will stand on its own as

    the political winds kick up dust in your direction.

CIO Executive Research Center

    http://www.cio.com/research/

    executive/

    Resources related to the role and responsibilities of the CIO include articles, portal websites, and a career Q&A.

The State of the CIO: Salary

    http://www.cio.com/archive/

    030102/salary.html

    CIOs comfortably crack six figures but still take home a lot less than other executives.

    March 1, 2002 - CIO

The State of the CIO: Skills

    Successful CIOs stress business acumen, not technical expertise

    http://www.cio.com/archive/

    030102/skills.html

    March 1, 2002 - CIO

    Rise to the Top: CIO's Share Their Career Paths

    http://www.cio.com/futurecio/

    edit/060101_careerpaths.html

    We talked to CIOs from a large company, a startup, a non-profit, the public

    sector and a trade association about how they rose through the ranks and what it’s like to be a CIO in each of these

arenas.

    CIO June 01, 2001 -

    The Changing Role of the Chief Information Officer

    http://www.cio.com/research/

    executive/edit/kornferry.html

    The CIO's role is growing fast in both

    numbers and importance, and it is

    evolving as it grows.

    June 01, 1999 - CIO

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