Feb 21, 2014
Form follows function. We know this in architecture, and it’s no less true when building a strong IT organization. Our new InformationWeek 2014 Strategic CIO Survey of 155 IT executives drives that home, and not always in a comforting way. For example, we laid out eight areas where CIOs could be driving innovation and, for each, asked respondents to rate their effectiveness at helping their orgs advance. The No. 1 selection? Lowering IT costs, cited by 67%. Just 32% say they’re effective at spotting new business opportunities, and only half cite developing new or improved products, down from 55% in 2013.
That’s hardly a ringing endorsement of the notion that smart CIOs can transform their companies into lean, mean innovation machines. So what’s holding us back?
A big part of the problem is business leaders, and even tech execs themselves, buying into the fashionable (but completely incorrect) “CIOs don’t matter” argument. Today’s CIOs are not simply brokers. In fact, the opposite is true. CIOs who understand the intersection of business and technology matter more than ever, given the rise of digital business and a rapidly changing workforce.
Still, that doesn’t mean that the same old organizational structure will provide a cornerstone for growth. In this InformationWeek Informed CIO report, we talk about when it’s time to restructure your IT organization, why to do it, what guiding principles apply, when and how to get help, and where it pays to take some calculated risks. (S7800314)