10 Skills CIOs Need To Survive, Thrive In 2016
CIOs need to shift perspectives and skill sets for the business transformation underway. So, what's the profile of the successful CIO in 2016?
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Cloud services, mobile devices, and the always-on Internet have shifted the way business is done today. Not only can customers can access research at their fingertips wherever they are, but they want instant service, and if your company can't provide it, they will find another company that can in seconds.
This environment is challenging businesses to transform themselves as well as creating a new generation of CIOs. Consider GE CIO Jim Fowler delivering a keynote address at the recent AWS re:Invent, where he committed to moving most of the company's workload to the cloud. Or, think about Doug Porter, CIO of Blue Cross Blue Shield Association, leveraging analytics to help customers get improved value and quality from medical services. Or, consider Steve Curts, Chief Strategy Officer at American Express Global Business Travel, unshackling the business from legacy technology investments and building a new customer-focused infrastructure in the cloud.
All these CIOs are agents of change, and they all have certain traits in common. They made serving their customers top priority. They didn't spend all their time and effort on legacy systems. They worked closely with other members of the C-suite to facilitate change.
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"There's a new breed of CIO that is emerging," Sharyn Leaver, vice president and leader of the CIO practice at Forrester Research told InformationWeek. CIOs are now allocating more than 50% of their budgets to the business technology agenda -- technology that is all about winning, serving, and retaining customers.
"CIOs who 'get' this are having more of an influence within their organizations as a result," she said.
So, what's the profile of the successful CIO in 2016? What specific skills will this individual possess? We spoke with Leaver and with Cliff Condon, chief research officer at Forrester, to get a deeper perspective of what CIOs need to be successful both in their own organizations and in the greater market. Here's what we learned.
Once you've reviewed their guidance, tell us what you think in the comments section below. Does their recipe for success apply to you in your current position? Is your role changing? Does the company you work for "get it"?
Forrester recommends that CIOs develop a high degree of business acumen.
"CIOs need to think in terms of revenue and profit. They need to ask themselves: 'If I invest in this technology, will it get us a new customer? Will it get the customer to stay longer?,' " Condon noted.
CIOs will need the ability to manage a portfolio of technology not entirely under their control, according to Condon.
"In the new environment, with so many things moving to the cloud, there will be technology investments made outside of the CIO's direct control, but they will have to manage the entire portfolio," he said.
Coordinate groups of technology and business pros to work together in group brainstorming sessions.
"Get everybody thinking about the customer journey. How does someone buy the widget? How do they find it? Start mapping that out," Condon said.
IT has traditionally focused on reducing costs and making systems more efficient. The successful CIO of the future will shift focus to supporting customer recruitment and retention. CIOs will need to change the way they think about the technology in their businesses, according to Leaver and Condon.
CIOs need to understand data and learn to use it to their advantage, said Leaver. Knowing how data impacts marketing strategies is an important piece of the business, and CIOs should be aware of how that works.
CIOs cannot let themselves be shackled by their technology choices of the past -- their technology debt, said Leaver. That monolithic ERP system from five years ago may have been an expensive investment in both dollars and time, but don't let that technology baggage hold you back from making the right investments for today.
If you are thinking about a $5 million on-premises implementation of new software with a project timeline of more than five months, think again. Forrester executives are encouraging CIOs to pilot new and agile technology approaches and choices. Try a pilot of OpenStack, for example, Leaver said. Successful CIOs will be scrappier and willing to test new things quickly and iterate if these new projects yield successes.
If your CEO hires a Chief Digital Officer, it may mean that you as the CIO are missing the business transformation boat, Leaver and Condon said. Maybe you are too focused on the maintenance of legacy systems. Or maybe you aren't working collaboratively with other C-level executives who need help understanding technology and what it can do. If you find yourself working alongside a Chief Digital Officer, don't make the mistake of getting territorial. The best thing to do is support him or her and work closely together, according to Leaver and Condon.
If you haven't already, reach out to the CMO and find ways to work together and collaborate. The CMO will be very close to the customer experience piece of the business, which is where the CIO also needs to be in 2016, Leaver and Condon said.
Your CEO is looking for members of the C-suite to ensure that customers are the top priority and services can be deployed quickly. Successful CIOs will be change agents, working to drive this business transformation, not resist it, according to Leaver and Condon.
Your CEO is looking for members of the C-suite to ensure that customers are the top priority and services can be deployed quickly. Successful CIOs will be change agents, working to drive this business transformation, not resist it, according to Leaver and Condon.
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