During my lunch with a group of CIOs, a question was suddenly raised, “Which college did you acquire your MBA degree from?” To this query, a CIO answered that he did not have a MBA degree. The second CIO echoed the same answer. Yet another CIO mentioned that he was better off without an MBA—not that he despised that tribe, but he believed that typically MBA types were removed from reality, or had unrealistic expectations. In another gathering, a similar question was doing the rounds. “Are you an engineer?” Guess what? A large number of those present weren’t. Does that imply that educational qualifications and formal business education are not critical towards being successful as a CIO?
There have been many discussions on this subject, specifically around whether a management degree is important for the CIO to be successful towards the holy grail of “IT business alignment”. Most concluded with attributing higher probability of success when the CIO is equipped with management qualifications. It is generally accepted that an MBA is likely to get higher visibility. The same set of people also agrees that success is defined by deliverables and outcomes. So if a non-MBA performs better, he will find growth over the management graduate.
If we look around us at successful first generation entrepreneurs, the landscape is filled with an equal share of drop-outs and post graduate degree holders. In fact, the technology world shows us a higher success rate with the former. However, when we look within an enterprise, the same entrepreneurs want to hire from Ivy League schools—as if to make up for their unflattering educational qualifications. One can also argue that the talent they induct creates the fabric for success. But as I see it, they bring in the machinery to run the operations; the vision, direction and opportunity is created by the owner.
Someone had asked a question a long time back. “What is the measure of an effective leader?” The answer after many attempts was “results”. For the CIO to be visibly successful, he has to deliver results that matter to the enterprise. There is no debate on whether IT matters, or if it’s essential to run day-to-day operations. Positive or adverse impact due to technology is typically acknowledged, and the IT leader gets credit. Now, there may be cases where the CIO may not get the due benefit. This may be due to the CIO’s inability to communicate, or the CEO’s ability to understand how IT makes a difference within his enterprise.
Time to get back to the question: Is there a third degree that makes a successful CIO?
I believe that it’s the passion to make the difference, balanced with business acumen and enabled by sound technology that matters. A good leader chooses the right balance of skills within the team, which can work together to deliver results that matter. Initial qualifications provide the platform for launch; the person’s drive gets them to the checkered flag. So I would acknowledge that the engineering or MBA degree could provide a foundation that may enable the CIO to explore alternative decision points which elude others.