Posted by: Arun Gupta
CIO, CIO branding, CIO role, Leadership, leadership and the CIO
Research Analysts from the industry keep finding excuses to put the CIO down; I have no idea which set of CIOs are on their panel or the ones they interview or poll for various reports that they publish. The data is not available to the audience who may want to challenge the conclusions. These reports almost always end up portraying the CIO in negative light. The effect that these “respected” industry analysts have on me is similar to the red flag in front of a bull and I end up taking the bait almost every time.
The CIO’s role is going to disappear; the CIO now has to depend on the CFO for approval of every spend or investment; the CMO is taking away a significant part of the IT budget; the future of the CIO is uncertain; the CIO has not evolved to becoming a business leader; the CIO cannot become the CEO; the CIO rarely gets a place on the management table; the CIO is being relegated to the back office; the CIO needs to give up being a hardware hugging IT manager. You get the point, I got high blood pressure!
In a recent conversation with one such analyst, he joked with the gathered CIOs that they seem to be getting themselves a new meaning to the acronym; he started describing his recent encounter where the CIOs were mortally afraid of letting go their infrastructure (hardware hugging CIOs to use his words). Maybe he made it up, maybe it was true, we couldn’t fathom, a few CIOs surrounding him were red and pink, waiting for someone to challenge him. Questioning did not reveal their location, industry or size of company.
Rechristening the CIO as Chief Insecure Officer, he stated that the CIO in the changing environment should be worried about his/her existence in the future. With the cloud becoming pervasive, the purchase power stands diminished; the licensing is being discussed with business teams he postulated. The CIO has to keep things running he concluded. My reality being different also echoed by most that I know, there was a clear disconnect to his qualified remarks.
What causes this situation? I believe that it is due to the fact that many CIOs are unable to discuss specifics of the initiatives they are driving for confidentiality reasons. That would be giving away the strategies driving business or profitability growth which would be counterproductive with competitive advantage being lost. It is also that most companies have stringent norms on who speaks to press and the level of disclosure allowed. Whatever the reason, the analysts infer what is convenient for them and what makes headlines.
Is it time to unshackle the CIO to provide a better understanding of their contributions and their leadership? The marquee-CIOs have been empowered by their enterprises and they are making headlines with case studies and speaking in various forums. That does not necessarily imply that the rest are not contributing albeit silently. Either way it is time to stand up and not be cowered by the statistical data thrown at us by the industry analysts.
There may be regional and industry-imposed differences across geographies on the role of the CIO; those pale on the face of the fact that almost every company today draws its operational and strategic advantage on the foundation of IT. The critics will attempt to undermine the borderline cases and sometimes also cast aspersions on the better ones; the CIO has a choice to take them as distractions or be influenced by them. Go ahead and make your choices and carry on the great work that only you can.