Most CIOs last about 39 months on the job, according to Arthur M. Langer, citing research from executive recruitment firms Russell Reynolds Associates and Korn Ferry.
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The first year, CIOs put together a plan; the second year, they execute on that plan; and the third year, "things don't turn out quite the way you'd like them to," said Langer, director of the Center for Technology Management and academic director of the executive Masters of Science Program at Columbia University. Then, they're gone.
What sets apart the CIOs who don't fit this pattern? Langer described 23 characteristics in his recent webinar, Strategic IT: The Transition Taking Place in the CIO Role. The material was based on research and interviews that he and his colleague Lyle Yorks conducted for their similarly named book. What the authors discovered is that the most successful CIOs have developed strategy advocacy, or "a process through which technology leaders in organizations build on functional expertise." In other words, success in the CIO position has less to do with building their technology prowess and more to do with the ability to master other areas of expertise important to running a business.
Here's advice from Langer on how to succeed in the CIO position:
- Push yourself outside your comfort zone. Langer said successful CIOs aren't waiting for someone to redefine the senior IT leader role. Instead, they're doing it themselves. "Rather than worrying about what everyone thinks the CIO should be, they were involved in things that were outside the norm of the CIO and certainly outside of their professional comfort zone," Langer said.
- Work on your communication skills. The most successful CIOs are "incredible communicators," Langer said, but they didn't necessarily start out that way. It takes practice, which includes having people critique your efforts. Successful CIOs "work hard on trying to understand how people around them think, how they're being seen," he said.
- Realize the importance of technical skills diminishes as you approach the CIO position. All of the CIOs Langer interviewed said this, which doesn't mean technical skills are irrelevant. They are important when managing down, Langer said, but "if you are enamored with all of this technical stuff, you tend to spend too much time in the technical areas rather than in the business ones."
- Build up your knowledge about the business. Langer suggests senior IT leaders spend more than 50% of their time in the field gaining insight and business expertise. Doing so gives CIOs the opportunity to learn, build credibility and communicate what they're observing at the executive and board levels. "It also builds support for the agenda you're producing," Langer said.
- Put the business before IT. "If there are things IT should be giving up for the good of the business, you should be advocating that -- not just agreeing to it, not being pushed into it, not necessarily protecting the boundaries of IT," Langer said.
A culture lesson from Disney
A new study by the MIT Sloan Management Review and Deloitte Digital concluded strategy -- not technology -- is vital for driving digital transformation.
Case in point? Results from the 2015 Digital Business Global Executive Study and Research Project revealed little difference in the use of new technologies at digitally immature versus mature companies. But, when it came to culture and strategy? The gap between the two types of companies was significant -- 15% of digitally immature companies reported having "a clear and coherent digital strategy" compared to 80% of digitally mature companies.
Gerald C. Kane, associate professor of information systems at the Boston College Carroll School of Management and guest editor at the Review, turned to the Walt Disney Co. to illustrate why building a digital strategy for internal employees as well as external customers is imperative. Disney is a leader in digital engagement with customers, but the same could not be said for how the entertainment company interacted with its employees.
Disney employees could, for example, order lunch from any restaurant in the city via a mobile app, but not from the company's own commissary. "What does that mean when it's easier for your employees to do business with other companies than with your own?" Kane said. Disney has since initiated a process of making internal operations mobile- and app-friendly, because "that's how employees interact in the world today," Kane said.
Hype cycle and digital humanism
Gartner released its 2015 Hype Cycle for Emerging Technologies last week. A major focus in this year's report: technologies that support what Gartner calls digital humanism, or "the notion that people are the central focus in the manifestation of digital businesses and digital workplaces," according to a press announcement.
3-D bioprinting for organ transplants, brain-computer interface and neurobusiness, which Gartner defines as the capability of applying neuroscience insights to improve outcomes in customer and other business decision situations, were included in this year's report. At the peak of the hype cycle? Autonomous vehicles, Internet of Things and advanced analytics with self-service delivery.
Last time on The Data Mill, three communication tips that will change the way you lead
What the idea that “'every business is a technology business” means for the role of the CIO
Rebranding enterprise IT expertise: The new paradigm for CIO responsibilities