Six ways the CIO job description is changing


The role of a CIO is undergoing a transformation

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As new technologies emerge, IT strategies evolve and businesses clamor for skills that go beyond traditional technology management, the CIO job description is undergoing a metamorphosis. has written a great deal about the changes in the role of a CIO in relation to consumer experience, IT consumerization, green technology solutions and a number of other areas.

But we wanted to know more about how the CIO job description has evolved. In our annual Role of the CIO survey in 2012, asked senior IT members which skills they have been asked to develop to better fulfill the role of a CIO in the year ahead. Click through the slideshow to see how these 629 CIOs, senior IT executives, IT managers and IT staff members view this transformation in the CIO job description. We've ranked the six new skills they identified from least to most desired. (Note: Percentages do not total 100, as respondents were allowed to select more than one answer.) 

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Great research on the role and requirements of a CIO. I think the survey is somewhat accurate. I definitely think #1 (need for understanding security and compliance) is a necessity and it rightly slotted. Especially if the company has a public profile and customers who can access their systems. We have seen so many data breaches and impacts to organizations and millions of customers due to security inefficiencies and it will become increasingly important for the CIO to lead the IT teams to ensure the risks are accounted for and handled effectively. The one that I felt was inaccurately slotted was #4 - Enterprise Data Management skills. While #2 (Project Management) and #3 (Vendor Partner Management) are important, and, in fact, critical, the CIO must ensure that his senior leadership and management teams can handle #2 and #3. But a great CIO, and a great senior IT leadership team, will ensure they focus on DATA. Everything we do today requires data. The digital age enforces it. And how organizations choose to handle big data and customer/company/product data will continue to be increasingly important to the success of any great organization.
Can't speak about "most desired", but I've run into this before a few years ago. The head of IT operated somewhere between tech and marketing. She was as much concerned with the public face of the company's products as she was with the technical structure of their presentation. And, as it turned out, her expertise fell somewhere between the two. It was actually a nice working arrangement, neither side operated in a vacuum.