What Is A CIO? Their Evolving Job Description [White Paper]


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At one time, the CIO supervised an IT department that ran a company’s servers, ordered computer equipment and reset employees’ forgotten passwords. Now, as technology becomes integral to every department from marketing to manufacturing, a CIO's job description shows them functioning as key participants in nearly every business decision.

Learn the tips you need to lead the way in the new economy. Find out how to go from great IT leader to great business leader with this white paper.

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What Is A CIO? Their Evolving Job Description [White Paper]

  2. 2. 2WELCOME TOCIO 2.0At one time, the CIO supervised an ITdepartment that ran a company’s servers,ordered computer equipment andreset employees’ forgotten passwords.Now, as technology becomes integralto every department from marketingto manufacturing, CIOs are becomingkey participants in nearly everybusiness decision.
  3. 3. 3Today’s CIOs face a distinct set of challengesthat are in many respects on par withthose of their fellow C-level executives.First, CIOs must run the business of IT.They need to simultaneously managethe technology backbone of the businessand also plan for future growth whileconstantly adjusting to warp speed changesin technology. They also must spearheadthe direction and implementation of ITthroughout their organization, acting, inessence, as change management leaders.The Office of Management and Budget(OMB) released a memo in August 2011designed to change the role of CIOs awayfrom “just policymaking and infrastructuremaintenance” to that of true portfoliomanagement. The goal is to enableCIOs to “focus on delivering IT solutionsthat support the mission and businesseffectiveness of their agencies.”EVEN THE FEDERAL GOVERNMENTRECOGNIZES THE EVOLVING ROLEOF THE CIO
  4. 4. 4IT LEADERS ARE ATA CROSSROADSCIOs must move beyond amerely enigmatic idea of businessand IT alignment. They muststop playing a supporting role.To flourish in the coming years with a constantlyfluctuating digital world, CIOs must move beyonda merely enigmatic idea of business and IT align-ment. They must stop playing a supporting role.Now is the moment to step up, walk alongsidetheir business peers and work together to betterserve employees, customers, bring new productsto market and, ultimately, grow the top line.Such an elevated CIO position is a mix of tworadically different roles. One covers operationalrequirements: ensuring that systems, applicationsand data centers are humming, managing securityand disaster recovery, and ensuring nanosecondresponses to queries. The other role is that of achange agent who uncovers methods for empow-ering strategic opportunities within the company.The CIO 2.0 must evaluate a complex technicalissue with potentially severe financial impact,and also be prepared to intelligently discuss thecompany’s strategic direction. This hybrid skill setis a prerequisite for successful CIOs today.SO HOW ARE CEOS HANDLING THIS?Increasingly, they are bringing onboard IT execu-tives with strong business focus — strategic ITthinkers who can look broadly at how informationflows across a company and how that informationcan best be applied to various processes. In fact,today’s CIO could ultimately transform the waybusiness is done.The more advanced and innovative businessestoday already give CIOs a seat at the table andconsider them partners in driving the businessforward. For their part, CIOs realize that their truebusiness partners are those beyond the wallsof the IT department and are substantially moreaware of what new technology can do.The real challenge for CIOs? Educating the execu-tive committee about how a CIO can be a truechange agent for the business. It takes businesssavvy, persistence, tenacity — and yes, passion.
  5. 5. A savvy and empowered technology workforce is arriving. End userexpectations are much, much higher. The younger generation thathas grown up with mobile technologies and social networks is nowmoving into the mainstream of employment. This new workforceis more mobile, and uses multiple devices — both corporate-ownedand personal. This generation is demanding greater direct controlover the way they manipulate data and the way they use software.5Take Facebook, for instance, a web-based applica-tion that is extensively and easily customizableby the end user. It is a vastly different, muchmore flexible and a substantially more personal-ized model of IT than what companies have sup-plied in past decades. Essentially, the future of ITis in the hands of the end user, who will decidehow they layout information, see information andhow they may use a different application portfo-lio on a day-to-day basis. It’s a self-service world.As users increasingly become tech savvy andbrand loyal in their personal lives, corporate ITdepartments will no longer be able to dictatethat every employee use a prescribed model ofcomputer. The goal will be to enable the businessacross many different platforms, all of which arechanging at an extremely rapid pace and eachwith its own security implications.For CIOs then, the ever growing challenge isto accommodate the unique needs of eachworker — giving up control — without sacrificingthe integrity of the IT infrastructure overall. Forinstance, with the proliferation of mobile devicesand flexible work arrangements, CIOs must havea mobile strategy in place both for the company’sproduct and service offerings as well as its internalworkforce. And while making information moreaccessible, they must also consider the securityimplications and ensure that policies are in placeand enforced to protect valuable internal data.THE NEW WORKFORCE: AN INSATIABLEDESIRE FOR NEW TECHNOLOGIES
  6. 6. Three technology leaders share their insightson how the role of CIO and CTO is changingand where it’s going. They also offer advice onhow to best prepare for the many challengesthat lie ahead.IN THEIR OWN WORDS36
  7. 7. 7WHAT ARE THE KEY CHALLENGES FACINGCIOs/CTOs, HOW DO THESE CHALLENGESDIFFER FROM FIVE YEARS AGO ANDHOW WILL THEY DIFFER GOING FORWARD?The role of the CTO or CIO today is very differentthan it was five years ago. In fact, I think theposition should be called Chief Business SolutionsOfficer. Now we have a seat at the table. Fiveyears ago that was aspirational. In my opinion,a CIO is one of the few people in a company whounderstands the entire life cycle and workflowof the business. We are doing more than makingsure that the pipes and plumbing work. We areinvolved with business process reengineering,including change management. Ten years ago,someone would ask the CIO for X, Y and Z, andthe CIO would have it built. Now the CIO is iden-tifying where the gaps are and driving change toclose them. CIOs are trying to be more visionaryso they can determine what to build two, five andseven years out. Even more importantly, you findthat the really successful CIOs are figuring outhow to generate revenue.In addition, we don’t have to do everythingourselves anymore because the cloud is a hugeenabler, just like no one would think of buildingtheir own telephone network exchange any more.As a result, vendor management skills will becomeincreasingly valuable.WHAT ARE SOME OF THE IMPORTANTBUSINESS LESSONS THAT YOU’VE LEARNEDDURING YOUR CAREER?First, listen to that little voice in your head, evenwhen you don’t want to. Another lesson is goingback to values and focusing on what you can controland what the business needs are. I also believe it’svital to understand the culture of the environmentin which you work. If you and the culture are notin sync, you should get out of Dodge.The recession also generated an opportunity.Whether we’re hitting the bottom of the marketand going up or hitting the height of the marketand going down, there is a flex point. The questionbecomes what do you want to do with thoseflex points and where do you want to takethings? A flex point forces you to start thinkingand questioning, as opposed to just doing.WHAT ARE YOUR CURRENTBUSINESS PRIORITIES?The majority of 2011 was focused on stabiliza-tion and enhancing the core components of ourinfrastructure. 2012 will be about efficiency andstandardization. For instance, one of my mantrasis to get rid of spreadsheets for any recurringprocesses. They only should be used as a presen-tation layer, yet everyone continues to use them.How many people in the organization are blindlyfollowing a process — say copying column A tocolumn B — simply because one person at onetime happened to do it? If anyone had stoppedto ask why, they may have learned that allthey needed to do was change the query. Usingspreadsheets leads to inefficient processes, andinevitably, errors. My belief is that everythingshould be stored in the enterprise databaseto streamline information.We also have to shift the mindset from one of“How can it be done faster?” to “What informationis needed and what exactly needs to get done?”I’m looking at optimizing the business. There aretimes when a wheelbarrow works perfectly andthere are times when a Rolls Royce is the onlysolution. We just need to figure out which oneis needed and when.JEAN P. HILL, CTOFIRST NEW YORK SECURITIESJean Hill is CTO of First New York Securities,a principal trading firm headquartered in NewYork City. She joined the company in October2010. Her career, in her words, “zigzaggedall over the place” yet she always had a planto make it to the top.Ms. Hill started her career in a training programat Merrill Lynch, climbing the ladder to Directorof IT supporting the capital markets business.She then transitioned to a trading desk positionat Lehman Brothers. Mid-career, Ms. Hill acquiredher law degree, but remained in IT roles in finan-cial services at Morgan Stanley, the FederalReserve Bank of New York and finally FirstNew York Securities where she is today.
  8. 8. 8JEAN P. HILL, CTOFIRST NEW YORK SECURITIESBut my main priority it to sit with the CEO,understand what his business goals are and makesure that IT aligns with them. There are businesssuccess factors that I get directly from the businessand then there are environmental success factorsthat only I, as a technologist, could be driving, suchas data security policy, access to information orlevels of redundancy. When a CIO really understandsthe organization, he or she can make thosedeterminations.For example, if I’m Bloomingdale’s, I need tounderstand that having my stores open is missioncritical to the business. I might need to havepeople I can call at a moment’s notice to show upat the store or manage customer support if thereis a sudden snowstorm. This analogy holds truein our organization. Knowing the entire businessallows me to forecast needs and plan for them.WHAT SKILL SETS AND TECHNOLOGIESDO YOU THINK WILL BE IMPORTANTIN THE NEXT DECADE?Let’s step back a bit and first look at the newworkforce. They’ve had a cell phone since theywere ten years old and they’ve been on a com-puter since first or second grade. They feellike they can’t think unless there is a device intheir hand. They’re completely tech savvy andhave been doing tech support in their homesfor probably a decade. Most of them understandbasic Java. Their expectation for what can be attheir fingertips and for immediacy will be differentthan their baby boomer bosses.And they’ll ask new questions. Why run your ownserver? They use back-up technology like iCloud,so they understand the concept but don’t under-stand why anyone would want to manage itthemselves. It’s similar to the way we perceivephone service today — it’s something we buy,not something we run and manage internally.We’ll have to better understand how to marketto this crowd.The lines between IT and business will becomemore blurred, and there will be more people whounderstand both IT and business, people whodeeply understand information, both structuredand unstructured. The ability to decipherdata and turn it into useable information willbecome paramount.WHAT DOES THE ROLE OF CTO/CIOLOOK LIKE IN 2020?Your infrastructure manager is going to be moreof a vendor manager. Help desk and client supportwill be significantly more important becauseusers will demand one services organization thatis seamless. Services and support will becomehighly accountable and a much more importantgroup within an organization.In addition, pure application development willbecome somewhat commoditized and develop-ment will be done in factories, whether you callthem captive, outsourced or pure coding.Finally, you will see the CIO sitting at the C-leveltable and owning more than just technology.WHAT CAREER ADVICE WOULD YOU GIVETO THOSE LOOKING TO CLIMB THEIT CAREER LADDER?Learn the business you are supporting. Thatwill set you apart from other IT people if you cantalk about the business as well as others can.It’s only then that you’ll know what’s importantto focus on and how you can better partner withthe business. You also have to set out to makesure you’re going to be well rounded.Going back to my Bloomingdale’s example, youneed to understand what buyers do, how theydo it and what they care about. You need tounderstand margins, inventory and cash flow.Then, if you’re a Bloomingdale’s technologist,you really have an unseen benefit. Since yousupport all those systems, you have accessto the myriad pieces of information, unlike thebuyer who only understands one piece of it.You then have the opportunity to turn that infor-mation into enterprise-wide business solutions.So I repeat — learn the business you’re in.
  9. 9. 9WHAT ARE THE KEY CHALLENGES FACINGCIOs/CTOs, HOW DO THESE CHALLENGESDIFFER FROM FIVE YEARS AGO ANDHOW WILL THEY DIFFER GOING FORWARD?People used to view the IT department as thetechie in the group who gets told what to do.Today the CIO needs to understand the technol-ogy and bring it back into alignment with howto run a profitable, growing business.As a CIO or CTO today, you’re an officer of thecompany and you sit at the table. The fundamentalchallenge is showing that technology improvesstakeholder value, enables an organization tostrategically position itself to its clients and canbe leveraged to increase revenue, contain costsand improve execution.CIOs need to constantly ask themselves howthey are capitalizing on technology for share-holders and foster a high-performance and creativeculture within the company. You only add valueif you stay relevant. You can never go into cruisecontrol.At Call Genie, we need to transform all thetechnological advances to help people searchfor information, connect with merchants, turnclicks into real leads for merchants and facilitatethose financial transactions — profitably.The other challenge I see is how to outperformour competition. I believe you only can do thatwith great people. Ideas don’t go anywhereunless you do something with them and it takesgreat people working in a great culture to makeyour ideas happen.CHET CHAN, COOCALL GENIEChet Chan is COO of Call Genie, a leading globalsolutions provider of mobile local search andmobile digital interactive advertising. He joinedCall Genie as VP of Client Services (SolutionsDelivery, Data Services, IT) in July 2007 basedin Calgary, Alberta, quickly expanding his respon-sibilities to include Business Development,Sales, Account management, Product manage-ment, Software Development, Data Services,Hosting Services, Solutions Delivery and ITduring his four-year tenure.A computer science graduate, Mr. Chan’s goalwas to determine if he had what it took tobe qualified for a CIO role. But even as directorof IT, Mr. Chan leveraged his innate businesssavvy to forge relationships with the C-suite,ultimately inspiring him to move beyond apurely technical career. He left his technicalposition at Shell Canada and held variousexecutive positions in the technology, businessservices, construction, health care and utilityindustries. His responsibilities ran the gamut,ranging from corporate strategy, marketingand planning, project management office,and business development to sales, accountmanagement, HR and workforce planning.A strong believer in “passing it on,” he has beeninvolved with Woods Homes as a volunteerand Board Member, an organization dedicatedto helping children in need of social servicesand support, and is a current volunteer mentorto MBA students at the Haskayne School ofBusiness, University of Calgary.
  10. 10. AS A RESULT OF THE RECESSION, ARE YOUNOW INVOLVED IN PARTS OF YOUR COMPANY’SBUSINESS THAT YOU WEREN’T BEFORE?Absolutely. When the recession hit, we decided toview it as a catalyst for positive change. We usedit to rethink how we can further improve on howwe stay relevant, our business plan execution,internal operational effectiveness and efficiency,and how we must restructure ourselves to makethis a reality. In the end, Call Genie came out ofthe recession with 100 percent year-over-yearrevenue growth and we more than doubled ourlist of marquis clients while significantly reducingour burn. But it required tremendous tenacity,perseverance, innovation, hard work, adjustmentand contribution from all employees. So that’show we went through the recession. We wentin one way but came out much stronger.My role changed significantly during this pe-riod. My role first expanded to include productmanagement and software development. As wefocused on sales revenue and margins, my rolefurther expanded to General Manager of NorthAmerica which includes business development,sales and account management for Canada andthe US. And as we went through even furtheradjustments, my role expanded to COO in March2011, which includes global sales.WHAT ARE SOME OF THE IMPORTANTBUSINESS LESSONS THAT YOU’VE LEARNEDTHAT WILL BE APPLICABLE IN THE FUTURE?First, the only limiting factor is your ability todream. Depending on where you work, that mightsound ridiculous. But it’s true at Call Genie. Here,absolutely nothing is impossible.Second, the world is constantly changing. Neverlet status quo lull you into a sense of comfort.Your customers’ value propositions to their cus-tomers also will continually change. You have torelentlessly assess the value your organizationdelivers to your customers.Finally, when hiring, you have to bring on peoplewho want what your organization has to offerbecause anything can be accomplished if youhave the right people with the right attitudewho want the same thing.WHAT ARE YOUR CURRENTBUSINESS PRIORITIES?Our major priority is growth. This will be realizedthrough organic growth, partnerships, and M&Awhere one plus one equals four. We want to rapidlyscale and develop more partnerships on thepublication and advertising sides. We wantto accelerate the usage of our services throughthe cloud.WHAT SKILL SETS AND TECHNOLOGIESDO YOU THINK WILL BE IMPORTANTIN THE NEXT DECADE?Being open, available and flexible are key —one needs to have a positive attitude towardconstant learning and change. Another criticalskill is to be able to communicate and collaboratewith others in a way that can be easily understood,recognizing that others may have differentbackgrounds and/or perspectives.Another core skill set is to translate learningsinto tangible actions that align with corporatedirection. Talk is cheap. You have to do somethingwith it. You need to have a clear vision of theend in mind and do it.Finally, I believe it’s vital to have curiosity andpassion and to measure if you achieved what youstarted out to do and learn from the outcomesand journey.10CHET CHAN, COOCALL GENIE
  11. 11. 11The role of the CIO will becomeincreasingly important in distilling changesin the technology/marketplace, translatingthose changes into opportunities andthen taking a lead role in transformingthose opportunities into actions.WHAT DOES THE ROLE OF CTO/CIOLOOK LIKE IN 2020?The role of the CIO will become increasinglyimportant in distilling changes in the technology/marketplace, translating those changes intoopportunities and then taking a lead role intransforming those opportunities into actions.It will get more and more complex. People willask CIOs to connect the dots for them so he orshe must be very business focused. The paradigmshift is moving from just making technologywork, like we did 20 years ago, to what we doas an equal C-level officer on enhancingshareholder value.IT’S INTERESTING THAT YOU HOLD THE COOTITLE BUT HAVE A TECHNOLOGY BACKGROUND.WHAT DO YOU RECOMMEND TO IT PROS IFTHEY WANT TO BECOME A COO ONE DAY?I always asked myself if it would be possible tobe viewed as a business leader versus a technicalleader. But how would I do that? I became amanagement consultant and had the opportunityto work on initiatives related to corporate andbusiness strategies for a variety of companiesacross a variety of industries. This helped melearn how to connect with people in ways theycould understand. The way I talk to HR is differentthan how I talk to the sales group or to IT or toexecutives. My business experience taught mehow to re-bundle messages so I could collaborate,get feedback and get audience buy-in to takeaction and attain measurable goalsIn summary, if being a COO is your goal, I recom-mend finding opportunities, even if they arelateral moves, to get exposure to a variety ofnon-technical roles. They will make you uncom-fortable, and the learning curve will be high.There will be more failures than successes earlyon. I truly believe my broad business portfolioof experiences, successes and failures helpedposition me as a candidate for the COO role.WHAT CAREER ADVICE WOULD YOU GIVETO THOSE LOOKING TO CLIMB THEIT CAREER LADDER?Where you start can be very different fromwhere you end up. It can be exciting and reward-ing depending on your dreams. And you need tocommunicate these to others who can help youpursue that dream. Otherwise, you will never getthere. You need to be willing to invest time andenergy and take risks. Also carefully think aboutwhere you work, who you work with, who youwork for and who you learn from. For example,which company will allow you to pursue yourdream? Perhaps it will be your own? These, Ibelieve, are the most important parameters thatwill define where you end up. You have to ownand manage your career.
  12. 12. 12WHAT ARE THE KEY CHALLENGES FACINGCIOs/CTOs, HOW DO THESE CHALLENGESDIFFER FROM FIVE YEARS AGO ANDHOW WILL THEY DIFFER GOING FORWARD?What is different than five years ago is the rateof churn with what we call the cutting edge.What is initially “new” becomes commonplaceat an exceedingly fast pace. For example, it’samazing that the number of mobile devices inthe world has exceeded the global population.We have so many capabilities that we need tokeep up with. With the next generation workforcebeing so used to things being at their fingertips,making content readily available will be anongoing challenge.The intensity of the work pace also has increased.People are asking for more and more informationat a much faster pace, which affects both thepace of business in general and decision making.This definitely is a more intense challenge fromfive years ago.Going forward? Again, the intensity and paceof business, technology and new innovations willcontinue to accelerate. People also will expectto have the same experience at work as theydo now at home, which is “fast, fast, fast andeverywhere.”We also need to continually reinforce thatsofter skills, like interpersonal work relationshipsand communications, will be as important astechnical skills.WHAT ARE SOME OF THE IMPORTANTBUSINESS LESSONS THAT YOU’VE LEARNEDTHAT WILL BE APPLICABLE IN THE FUTURE?It’s easy to get too focused on the technologyand widgets and the coolness of it all. You can’tlose sight of the business problems you’re tryingto solve, of the need to add value to an organiza-tion and solve business problems in an innovativemanner. You need to have a good understandingof what the business does, how the businessoperates, what the priorities are, and that thethings you’re doing to support the business arevery relevant.Another lesson I’ve learned is that we have tohelp our business peers look very closely at theamount of change the organization can absorb.There is a big appetite for wanting “the newestof the new” so we get the technology in place,and then find out that the organization is notready operationally to absorb it. There’s definitelya threshold and that has to be a serious consid-eration as you’re putting together business plansand annual budgets.ANDREA YOUNG, CIOBI INC.Andrea Young is CIO of BI Incorporated, aleading location monitoring technology andsupervision company in community corrections.Ms. Young joined BI as CIO in late 2008.While she didn’t aspire to the CIO role fromthe beginning, she knew she wanted to bepart of something progressive and challenging,and solve business problems with technologyin a meaningful way.Ms. Young began her technology career atMcGraw-Hill as telecommunications supervisor,moving on to Confer Tech (now Polycom, Inc.)to hold a variety of IT positions. She thenjoined Janus Capital Group in 1997 whereshe fast tracked to CTO, directing globalinformation strategies, systems and support.Today at BI, she also holds the role of VicePresident of Engineering & Development.
  13. 13. 13WHAT ARE YOUR CURRENTBUSINESS PRIORITIES?When I walked into BI, we had a very siloedapplication architecture, so I knew an immediatepriority was to integrate the application archi-tecture to reduce duplicate work, the amount ofdata compilation for reporting, etc. Currently I amdoing application rationalization so everythingcan smoothly integrate.We also are putting together mobility applica-tions. Our company requires field work and rightnow most of that is paper-based. Our goal is toeliminate the need for our field staff to haveto come back to the office to complete theirdocumentation.We are also focusing on how to make the officers’job more high value. That means we need to takethe many different data points in our systemsand automate much of the alerting and follow-up so our officers can spend more time with thepeople they’re supervising.In sum, we are striving to develop a fully inte-grated, mobile process end-to-end so our officerscan substantially increase their productivity outin the field.WHAT SKILL SETS AND TECHNOLOGIESDO YOU THINK WILL BE IMPORTANTIN THE NEXT DECADE?I think we need several things. One is reallystrong architects. How could we have knownfive years ago that if we built all these siloedapplications, we’d get to a point where nothingis talking to each other?We also need people who see the big picture,understand and anticipate where the businessmight be going, what it might need and are ableto build in capabilities for future development.On the infrastructure side, which is equally ascritical, people need to have the skills to be bothbroad and deep in scalability. Things are grow-ing rapidly. If you can’t scale your organizationthrough people, which you don’t always want todo, you will need to scale it with technology tomake it more efficient and lean. The database isa huge component of that so we will need gooddatabase engineers who are watching every dayto make sure the system can scale as the busi-ness grows. We also have to protect ourselveswith robust data security. This is vital.WHAT DOES THE ROLE OF CTO/CIOLOOK LIKE IN 2020?Honestly, I don’t think it will change that much.So many surveys say the role of CIO is and willcontinue to be strategic, operational and focusedon bleeding edge technology. I don’t look atit that way. I think it’s a dynamic situation thatis defined by market and organizational dynamicsand technology advancements. Every organiza-tion is different and looks at the head technologyrole differently and identifies what they wantout of that position. Some companies put empha-sis on knowing more about the business partof technology. Some look at the position asa “be everything” role. It is very diverse. Not onlydo CIOs need to have a solid understanding ofthe business they’re in but it’s also a leadershipposition. CIOs need to know their team andthe team’s skill sets to understand what theirchallenges are.Over time, CIOs will be asked to do more and moreand more. I have been told so many times that itis the hardest job in the company because you’reconstantly dealing with the demands of others.Having a strong prioritization process is key.
  14. 14. Things are growing rapidly. If you can’tscale your organization through people,which you don’t always want to do,you will need to scale it with technologyto make it more efficient and lean.14ANDREA YOUNG, CIOBI INC.WHAT CAREER ADVICE WOULD YOU GIVETO THOSE LOOKING TO CLIMB THEIT CAREER LADDER?I would try to understand more about whatmotivates them. There are a lot of differentthings one can do in technology. You can be onthe vendor side, on the client side, in businessmanagement or in a very technical role. ThenI would talk to them about what their ladderlooks like. For example, if someone is a developerand wants to be responsible for a large team ofpeople, what are those people doing? Are theydeveloping code? Or interfacing with businessareas?One of the most challenging parts of being inIT is partnering with other people and helpingthem understand, in business terms, what youdo. If you’re in an organization where everybodyis skeptical about IT yet you’re trying to makea difference, you can get discouraged. Whetheryou’re in a technology or management role, Iwould tell newcomers they need to learn strongnegotiation and interpersonal communicationskills so they can interface successfully withpeople all across the organization.WHAT DO YOU LOVE ABOUT COMINGTO YOUR JOB EVERY DAY?WHAT MAKES IT ALL WORTHWHILE?I want to keep going. I’m not done yet. I lovebeing part of a technical team and being ableto solve business problems with technologyin relevant ways. It’s not easy. At any momentin time, someone can come in and say “dropeverything and shift to this new direction.”At the same time, being in such a dynamicsituation is part of what I love about comingto work every day. Whether the technologyor the business or the customer did somethingunexpected, I’m continually able to work in anenvironment that’s really, really dynamic andI like that.I also like building a strong team, helping themsee themselves in that vision, and helpingthem understand the value they bring.
  15. 15. TODAY’S CIO HAS A TREMENDOUSOPPORTUNITYOnly those CIOs who are completely immersed inthe business side of the organization can trulyadd technical and strategic value. As each ofthese IT heads have emphasized, learning thebusiness is foremost. In addition, CIOs need tostay abreast of today’s warp speed changes andnew technologies while also thinking ahead andserving as a visionary. Not an easy job. But to rubelbows with their peers at the C-table, CIOs andCTOs need to visibly demonstrate they can addvalue and help drive organizational growth.SO WHAT DOES THE CIO 2.0 LOOK LIKE?From a technical standpoint, he or she has tobe well versed in cloud computing technologiesand the concepts which underpin it, e.g.,virtualization, IT automation and security.The CIO must also be capable of working aroundlegacy systems to organize, manage and searchthe seemingly insurmountable and unstructuredmountain of information available today to helpthe average employee.Strategically, he or she has to be involved dailywith the business, not hidden in the back office,be creative and an excellent negotiator. And bea visionary – able to see beyond today and howthings could be done better in the future.These CIOs will come from anywhere andeverywhere both within and outside of thetraditional IT career path. People will move intoand out of technology as they climb the ladder.IT leaders will still have to know technology,but the CIO 2.0 will fluctuate between IT andthe business, becoming one of the most valuableplayers in the company.To learn more about evolvingyour career as a CIO, or a future CIO,connect with your local Modisrepresentative today.15He or she can take charge in creatinga paradigm shift to dramatically transformwhat can be an inadequate perception of theCIO role. How? By showing the organizationhow to best leverage IT to provide significant,strategic value to the enterprise.
  16. 16. 1-877-MODIS IT I modis.com