CIO — Despite the fact that a CIO's responsibilities are easily as wide and deep as any other executive's, we at CIO magazine are always urging CIOs to do more. Grab product development, take over a P&L, run a non-IT part of the business. Why the CIO role itself seems never to be enough is the subject of a future column. Here, I would like to address whether some sectors—like IT products and services—offer a better pathway to these "extra CIO" areas than others. Do CIOs who work for IT companies have more opportunities for influence and impact than CIOs who work for companies that sell soap? I spoke to three CIOs in the IT industry to find out.

Customer/Industry Exposure

Mark Settle's résumé includes CIO roles at Arrow Electronics and Corporate Express. Now at BMC Software, an enterprise management software provider, Settle does see a difference. "The goal of the IT organization in any company is to make the end-customer happy, but customer needs often get translated back to IT through a convoluted series of functional groups," says Settle. "Because the sales group at BMC views the IT organization as a great case study of what our products can do, as CIO, I have more exposure to our customers and a better understanding of the sales cycle than I would in another industry."

An executive is only as good as his or her networks, and the more internally focused the CIO is, the harder it can be to keep those networks fresh. "As CIO of an IT company, I feel like I am back in graduate school getting another degree in technology," Settle says. "BMC's marketing group wants us to demonstrate that technology expertise to our customer base, so I am sent pretty frequently to industry conferences to give presentations on business and technology. This has been a tremendous opportunity to network with other CIOs."

Impact on Business Strategy

Having had CIO roles at Rational Software and Getronics and now at IT services provider CompuCom, John Douglas has considerable experience running IT for IT companies. "The IT organization at CompuCom is deeply involved in the company's go-to-market strategy," he says. "We sit down with our clients and solution directors and play a critical role in major services decisions like how best to implement the Information Technology Infrastructure Library v3 for change management and how to design our portal." With IT playing such a direct role in CompuCom's services strategy, there are fewer opportunities for misalignment between business and IT than in other industries.

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