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¶ … Attributes and Skills of Successful CIO's
In today's mega scientific world wherein explosions in informational technology are magnanimous, those responsible for the technology and computer departments of companies, both large and small, must be vigilant with respect to new developments and applications, and even the problems associated with outsourcing. The chief information officer of any company has, as a primary responsibility the need to deliver products and services to the market faster. As such the CIO must be an individual who has the unique ability to understand, appreciate, and effectively integrate the company's IT system into a usable and profitable program. To this end an effective and lasting CIO will possess the professional and personal acumen to be not only a technology mechanic but an innovator as well.
In the twenty first century, however, the CIO has been charged with the task of being more of an innovator rather than that of a mechanic -- if the competitive edge of the company is to be strengthened and sustained. To this end the CIO becomes a leader who can create a vision of how technology builds corporate and organizational success. In doing so the CIO must be able to create, for the company and its employees, realistic expectations, attainable corporate goals, working teams, and effective governance procedures. Further, and especially true for larger corporations, the CIO must be able to align and integrate both the supply side and demand side of a company's operation into an integrated process that advances corporate strategies and goals. Unfortunately, however, many CIO's are somewhat negligent in their appreciation for, or application of, what IS (informational systems) has to offer. Informational system competencies, must, therefore, be reflective in the skills and attributes of an effective CIO. Briefly defined these competencies embrace three major areas: technical, business, and behavioral. The resulting role profile for the CIO becomes one wherein competencies and corresponding performance levels are uniquely identified to fulfill the CIO role effectively (Broadbent & Kitzis, 2005).
References
Broadbent, Marianne and Kitzis, Ellen S. (Jan. 2005). The New CIO. Harvard Business School Press.
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