Monday, May 17, 2010

How to become a CIO - Part 2

Every time I meet a set of people aspiring to become a CIO, they are interested in the 101 of how to become a CIO. So a long time back, I gave my viewpoint (this link takes you to the old post) on how can one become a CIO. That was driven out of a discussion with aspirants who wanted a checklist. In recent times, the discussion has come back with renewed vigor, which includes various themes including succession planning, on which I commented last month. However, the moot point is about how one can indeed become a CIO in the new normal—when everyone is now discussing about whether the CIO role as it exists today will disappear in the next five years.

Almost all the CIOs I know understand business (process, results, metrics, and influencers) as well as other CXOs. They are no longer enamored by technology, but are always asking the business benefit and ROI questions to vendors as well as partners. Most of them are able to hold a conversation on broad business subjects with management, and challenge the CEOs on why they should be engaging the Board. Their soft skills are well honed, and the CIOs are taking on additional responsibilities within their enterprises. A few CIOs (based on their interests) are seeking lateral movement or even nudging the CEO chair.

Now, that’s indeed a reflection of how the CIO’s role has evolved, and continues to break new barriers. So what should aspirant CIOs be working on? Should they adopt a role model from amongst CIOs, or look up checklists that many paper and web publications offer? If only transformation to a CXO role was as easy as ticking off an objective question list!

There are no training programs for someone to become a CIO, nor any specific qualifications that are inherent to a CIO. Like any CXO, the CIO is an integral part of the decision makers who influence the business’ direction. However, technology enablement of the business (process, results and metrics) is one of the key contributions expected from the CIO. To successfully execute this, I reiterate that the CIO’s focus is on par with others; evidently, the key ingredient for an aspiring CIO is the understanding that the business of IT is business, and not technology. This is the key tenet on which the CIO role is evolving, and success will largely depend on the (aspirant) CIO’s ability to further the business with, or without help from technology. The remaining traits can be developed with training, coaching and/or mentoring. Look around, and you will observe that the successful CIOs are indeed business leaders—not technologists.

So no 101s on how to become a CIO, or a checklist that you can use; did I not meet your expectations? I would rather do that, than give anyone a false sense of hope!

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