CIO Straight Talk - Issue 2 - 14

From CIO to CEO: Seem unlikely? Think again.
The CIO, long denied a seat at the table in the senior executive
suite, may one day be leading meetings held around that table.
In fact, in some cases, he or she already is.
Increasingly, CIOs’ experience in their IT role is preparing
them to assume leadership positions across the organization and
up the corporate ladder – in some cases, at the very top rung.
Growing Respect
Throughout our initiative to learn from CIOs what they need
to create value for their organizations and to advance their
careers, there has been a frequent refrain: We want a CEO
who is curious about technology’s potential to improve
business results and who will allocate time for discussions
about how to realize that potential.
No CIO, however, has actually said he or she aspires to be
the CEO.
But this is not the unrealistic career goal it might have seemed
a decade ago. In recent years, a number of chief information
officers have in fact become chief executive officers: Glenn
M. Renwick at Progressive Insurance, Dawn Lepore at
Drugstore.com and Philip Clarke at Tesco, among others.
And as the CIO role continues to evolve from technology
leader to business leader, “reincarnate CIOs” are likely to
find themselves with opportunities to move beyond IT to
business leadership positions elsewhere in the organization.
That’s because of a growing awareness, acknowledgement
and appreciation of the importance of the CIO role and the
value of the people holding that position. Robert Dye, who is
Group VP at the Research Board, a think tank for CIOs of
the world’s largest companies, says that a member CIO was
recently told by his CEO that he should see himself as the
growth engine for the company. “This is a company with a
physical product, not a business such as a bank that would
traditionally be considered a digital service,” Dye says. “It’s
a sign of the transition that’s happening for CIOs across
industries.”
Unique Preparation
John McDermott was the Chief Strategy Officer at Xerox.
One day five years ago, he was complaining to then-CEO
Anne Mulcahy about the company’s inability to effectively
execute its strategies. She said that the CIO position was the
right platform for someone to improve the company’s execution – and that he’d be the perfect person to fill the position!
During his five years in the job (in early 2012, he became
head of the company’s strategy, business process and change
management initiatives), McDermott further broadened the
CIO’s mandate to include innovation, not just related to IT
but to the core of the business. “There is a new role for the
CIO,” McDermott says, “one that operates much more
synergistically with corporate strategy and the CEO than
perhaps ever before.”
14

// CIO Straight Talk

Peter Dew made a move in the opposite direction. Two years
after he was hired as CIO at CEVA Logistics, he was asked
to take on the additional role of running Human Resources.
With no background in HR, he approached the new job with
some trepidation. He discovered, though, that it wasn’t so
much specialized functional knowledge that was required to
successfully lead the HR function in a large global company
but rather the same management skill set that was required to
successfully lead the IT function. And three of the most
important skills – an understanding of and experience with
technology, business processes and project management –
were ones that CIOs usually have acquired because of the
nature of their work.
Dew says: “Years ago, we would have said those skills were
‘IT-ish.’ They are not now. If you get asked by a young
university graduate, ‘Should I be a CIO, or the finance guy,
or a P&L head?’ this is what your answer should be: ‘Understand technology, because you’ll have to deal with it either
as a victim or the person who imposes it on other people.
Understand business process, because you’ll have to manage
it in a variety of forms. Get involved in a big project, because
that’s what executive management is about today’.”
The Time is Right
Most important, at a time when technology is integral to
almost every business, few people on the business side have
the understanding of technology that is needed to marry it
with business strategy. This includes the traditional internal
candidates for the CEO’s job, people like the CFO, the SVP
of Sales and the COO. That means CIOs with a good understanding of the business – from the profitability of its
customers to its current points of competitive advantage –
may be better suited for the top job.
Which is why some CIOs are saying, though at the moment
privately or only to themselves: “It’s my turn.”


http://www.Drugstore.com

CIO Straight Talk - Issue 2

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 2

CIO Straight Talk - Issue 2
Contents
So What Do CIOs Want
Innovation at the Periphery
The CIO as Thought Leader
Career Move: From Managing Technology to Managing Change
Every CIO is in the Information Business
Analytics and Decision Making
Putting IT at the Center of the Customer Experience
Pick n Pay Focuses on Delivering Value to Customers
Bringing "Lean" to IT
Whither the Cloud in a Stormy IT Enviroment?
Management by Driving a Stake in the Ground
From Data Processing to Orchestrating Knowledge
Extreme Collaboration
Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - CIO Straight Talk - Issue 2
CIO Straight Talk - Issue 2 - Cover2
CIO Straight Talk - Issue 2 - 3
CIO Straight Talk - Issue 2 - Contents
CIO Straight Talk - Issue 2 - 5
CIO Straight Talk - Issue 2 - So What Do CIOs Want
CIO Straight Talk - Issue 2 - 7
CIO Straight Talk - Issue 2 - 8
CIO Straight Talk - Issue 2 - 9
CIO Straight Talk - Issue 2 - 10
CIO Straight Talk - Issue 2 - 11
CIO Straight Talk - Issue 2 - 12
CIO Straight Talk - Issue 2 - 13
CIO Straight Talk - Issue 2 - 14
CIO Straight Talk - Issue 2 - 15
CIO Straight Talk - Issue 2 - 16
CIO Straight Talk - Issue 2 - 17
CIO Straight Talk - Issue 2 - Innovation at the Periphery
CIO Straight Talk - Issue 2 - 19
CIO Straight Talk - Issue 2 - 20
CIO Straight Talk - Issue 2 - 21
CIO Straight Talk - Issue 2 - The CIO as Thought Leader
CIO Straight Talk - Issue 2 - 23
CIO Straight Talk - Issue 2 - 24
CIO Straight Talk - Issue 2 - 25
CIO Straight Talk - Issue 2 - Career Move: From Managing Technology to Managing Change
CIO Straight Talk - Issue 2 - 27
CIO Straight Talk - Issue 2 - 28
CIO Straight Talk - Issue 2 - 29
CIO Straight Talk - Issue 2 - Every CIO is in the Information Business
CIO Straight Talk - Issue 2 - 31
CIO Straight Talk - Issue 2 - 32
CIO Straight Talk - Issue 2 - 33
CIO Straight Talk - Issue 2 - Analytics and Decision Making
CIO Straight Talk - Issue 2 - 35
CIO Straight Talk - Issue 2 - 36
CIO Straight Talk - Issue 2 - 37
CIO Straight Talk - Issue 2 - 38
CIO Straight Talk - Issue 2 - 39
CIO Straight Talk - Issue 2 - Putting IT at the Center of the Customer Experience
CIO Straight Talk - Issue 2 - 41
CIO Straight Talk - Issue 2 - 42
CIO Straight Talk - Issue 2 - Pick n Pay Focuses on Delivering Value to Customers
CIO Straight Talk - Issue 2 - 44
CIO Straight Talk - Issue 2 - 45
CIO Straight Talk - Issue 2 - 46
CIO Straight Talk - Issue 2 - Bringing "Lean" to IT
CIO Straight Talk - Issue 2 - 48
CIO Straight Talk - Issue 2 - 49
CIO Straight Talk - Issue 2 - 50
CIO Straight Talk - Issue 2 - Whither the Cloud in a Stormy IT Enviroment?
CIO Straight Talk - Issue 2 - 52
CIO Straight Talk - Issue 2 - 53
CIO Straight Talk - Issue 2 - 54
CIO Straight Talk - Issue 2 - 55
CIO Straight Talk - Issue 2 - Management by Driving a Stake in the Ground
CIO Straight Talk - Issue 2 - 57
CIO Straight Talk - Issue 2 - 58
CIO Straight Talk - Issue 2 - From Data Processing to Orchestrating Knowledge
CIO Straight Talk - Issue 2 - 60
CIO Straight Talk - Issue 2 - 61
CIO Straight Talk - Issue 2 - Extreme Collaboration
CIO Straight Talk - Issue 2 - 63
CIO Straight Talk - Issue 2 - 64
CIO Straight Talk - Issue 2 - 65
CIO Straight Talk - Issue 2 - Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - 67
CIO Straight Talk - Issue 2 - 68
CIO Straight Talk - Issue 2 - 69
CIO Straight Talk - Issue 2 - 70
CIO Straight Talk - Issue 2 - 71
CIO Straight Talk - Issue 2 - 72
CIO Straight Talk - Issue 2 - 73
CIO Straight Talk - Issue 2 - 74
CIO Straight Talk - Issue 2 - Cover3
CIO Straight Talk - Issue 2 - Cover4
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