Technology is fundamentally changing the way people do business. CEOs and CIOs must agree whether technology is a business driver or a business enabler – i.e. is the business driven by technology or is it a pure cost center? Without understanding its position, organizations will either over or under fund their investment. Executing on business goals while minimizing costs and creating long term scalability are the tough conversations between chief executives, and the discussion never ends.
As an IT executive, I serve as a trusted business advisor to CEOs helping them capitalize on technology to execute on their goals.
CREATING AN EFFECTIVE CEO / CIO RELATIONSHIP:
✔ CEOs should hire a CIO who thinks like a business executive, not just a technology executive.
✔ CIOs should be able to provide a vision of the role technology will play in achieving the overall business vision.
✔ CEOs should let go of the reigns and let their technology team do what they do best. Deliver results.
✔ CIOs should hire smart people that can implement on their strategy.
✔ CEOs should see technology as an investment, not just a cost center.
✔ CIOs should understand the financial placement of IT within the organization.
MY LEADERSHIP STYLE:
♦ I’m confident and exhibit grace under pressure. My priority is resolving the fire; only afterwards do I ask why it happened.
♦ I’m intentional. In our age of data paralysis we can analyze to the point of inaction. I’m able to balance risk with decisiveness.
♦ I’m logical. I continually ask: is that the real problem or is that just the symptom of the root problem?
♦ I’m ethical. Holding myself and my team accountable, I acknowledge when something fails and give an unbiased picture of where we need to improve.
♦ I’m empathetic. I balance the needs of my staff with driving results. While 60-hour weeks occur, they shouldn’t be the rule.