Whether you used to report to the CEO and now answer to the CFO or you've always reported to the chief bean-counter, chances are, the relationship has its challenges. But it also has its benefits. Even if you don't report to your CFO, you still need to work with him, if only on occasion, because he holds the organization's purse strings. The following resources will teach you how to play your CFO like a fiddle.
Make your job—and life—as painless as it can be; bookmark our CIO/CFO Relationship page.
Making IT Work column, CIO magazine
By Michael Schrage
Reporting to the CFO rather than the CEO is different. But once you swallow your pride, it can be better—for you and your enterprise.
Feature Article, CIO magazine
By Scott Berinato
This imaginary dialogue between a CIO and CFO identifies, analyzes and suggests strategies to resolve the long-standing divide between money and technology.
Analyst Report, IDC via CIO.com
By Margaret Tanaszi
Both the CIO and the CFO have a vested interest in driving efficiencies and delivering effective results for the business. For both, that involves optimizing the value of IT services. This IDC report details how to work with your CFO to maximize IT's contribution to your organization.
Trendline, CIO magazine
By Kim Girard
In the fall of 2003, Garry Lowenthal, CFO at Viper Motorcycle and chairman of the finance and IT committee at Financial Executive International, joined forces with the Society for Information Management to create a mentoring program for CIOs and CFOs. The goal of the partnership: to bridge the divide between the two executives and enable relationships in which they mentor each other. Sound intriguing? Read the article for more info.
Feature article, CIO magazine
By Stephanie Overby
During the economic downturn of 2002, CIOs' status within the enterprise suffered: Their budgets were cut, work outsourced and staffs downsized. Many were even pushed off their executive teams. For some CIOs, the marginalization that took place in 2002 remains a reality. This story offers a number of tips for reclaiming authority and for helping CIOs fight back.
"How to" article, CIO magazine
By Jerry Gregoire
Former Dell CIO Jerry Gregoire lends his two cents on how CIOs can use their CFOs to their benefit.
Feature article, CIO magazine
By Derek Slater
When David Goltz and Vincent Laino spoke with CIO in 2002, each was filling a dual CIO/CFO role at his respective company—Bethesda, Md.-based Destiny Health and West Chester, Pa.-based environmental consulting service Roy F. Weston. In this interview, both offer their unique perspectives on the relationships between CIOs and CFOs, how to better communicate with your CFO and how to determine what your finance chief really wants from you.
Special report, CIO magazine
By CIO staff
Each year CIO surveys more than 500 heads of IT, querying these executives about their positions within the organization and the path they followed to the CIO job. The results of the 2007 survey reveal the percentage of CIOs reporting to CFOs from 2002 to 2007. The full survey results are also available.
The following links provide insight into how your reporting relationship affects your chances of having a seat on the executive committee, the amount of time you spend on different activities and the amount of funding your IT initiatives receive, according to 2007 State of the CIO survey results.