Indeed, some of our participants had already been put in charge of such activities. “The CIO is among the few roles with a cross-functional, cross-organizational perspective. This, in conjunction with running large programs and driving change, should prepare them to become COOs,” said the CIO at an international retailer. Uncovering new business and technological problems, and having the support needed to solve them efficiently, will help keep the CIO engaged.
In the end, CIOs need to be encouraged to have a vision of how technology can help their company achieve its strategic goals. And they need to feel supported by the firm’s executive leadership to act on this vision. Almost 90 percent of the CIOs we surveyed said the top reason for moving to their current position was the new professional challenges involved. Right now, it seems that too many find that their actual work environment may not meet their expectations. It’s time to fix that, because an engaged and empowered CIO is essential in carrying a company into the digital age.
Reprint No. 00230
- Richard Bhanap is a partner with Booz & Company based in London. As part of the firm’s digital business and technology practice, he specializes in working with large, complex multinational corporations on major IT-enabled business transformations.
- Nicolai Bieber is a principal with Booz & Company based in Munich. He specializes in IT strategies, application architectures, and large transformation programs, with a focus on the public sector, financial services, and telecommunications.
- Martin Roets is a principal with Booz & Company based in London. He focuses primarily on the financial-services industry, specializing in IT strategy, operating model design, and IT and business transformation.