Offering regional and national programs, CIO (and CSO) events bring together some of the most respected names and thought leaders in information technology and security. Presented by CIOs and other senior level executives, these invitation-only programs offer timely topics and strong networking. Learn More »
June 17, 11:30 AM - 12:30 PM U.S./ET (GMT-4)
Larry Bonfante, CIO of the U.S. Tennis Association, will discuss the skills and approaches that your rising IT leaders must learn to be effective in an executive capacity.
How to Handle Your New CEO: Managing Turnover at the Top
June 18, 11:00 AM - 12:00 PM U.S./Eastern (GMT-4)
Turbulent times have increased turnover at the top. Find out what Council CIOs have done to "break in" new CEOs—build relationships, set expectations, educate on the role of IT.
Mid-Market CIO Panel: Tips and Techniques for Improving Vendor Relationships
July 15, 4:00 PM - 5:00 PM U.S./Eastern (GMT-4)
We'll highlight relationship priorities and best practices identified in a Council study, and we'll interact with a CIO panel on the approaches they've used to improve strategic vendor partnerships.
Executive Competencies Assessment Tool
Assess Your Business Leadership Skills with the Council's new benchmarking tool. Rate yourself in change leadership, strategy, customer focus and more.
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February 01, 2002 — CIO —
Whether your title is CIO, CTO or some other variation, one of the highest-stakes business relationships you have is with your CEO. In an era in which technology has become a key strategic tool, an effective working relationship between the head of the company and the head of technology operations is vital to business success.
As CEO for the Vanguard Group, I’ve long been a believer in technology. My interest in IT dates back to the early 1980s, when I was involved in budget planning for Vanguard. Though we are an investment-management company first and foremost, it was clear then that Vanguard needed to transform itself into a technology company as well. Today, technology accounts for more than 40 percent of our operating budget. This year, we’ll spend 20 times as much on systems development as we do on advertising. Technology is a vital competitive weapon and a strategic tool for Vanguard. In fact, no single part of our company could function without IT.
I’d like to share my thoughts with you about what makes a successful CEO-CIO partnership, but first I should make a few disclaimers about my views on IT. As the head of an investment-management company, I see business issues through service-industry glasses. I also have a bias regarding organizational structures?our company takes a centralized and matrix approach to technology. We believe that there are powerful organizational advantages to structuring IS as a "center of excellence," with key personnel also reporting to business areas.
Unfortunately, as I write this column, our organization is mourning the loss of our longtime CIO, Robert A. DiStefano, who died unexpectedly in July at age 52. Bob was much loved and respected at Vanguard, and he was also admired throughout the industry?in fact, he was frequently quoted in this magazine. Bob and I worked together for 17 years in one of the longest CEO-CIO partnerships I’ve heard of. Our one-on-one sessions every other week typically lasted three hours and ranged across a spectrum of business topics, from technology to people issues to competitive developments.
In the course of choosing Bob’s successor, I gave a lot of thought to what makes a successful CEO-CIO partnership. Based on this experience, I offer this recipe.