Summary\nBased on the data compiled by the "State of the CIO" survey and insights from the CIO Executive Council we can make a set of recommendations for companies that want to gain the value that each type of CIO is suited to \n\nbring\u2014particularly the Transformational Leader and Business Strategist CIO (see explanations of the three CIO \n\ntypes in the Findings and Analysis section). A parallel set of recommendations applies to leaders who want to match \n\ntheir focus and skills to the needs of their business now and going forward (see "What Kind of CIO Are You?").\n MORE ON State of the CIO\n \n The CIO's Time to Shine\n \n The 2008 State of the CIO: Business Strategists on the Rise\n \n Six IT Leaders Who Matter\n \n How to Sharpen Your Commercial Instincts\n \n 2007 State of the CIO\n \n \n\n\nRecommendations\n1. Evaluate your current mission-critical needs from IT and IT's leadership to determine what kind of a CIO you need. Below is a starter checklist.\n\nIT Organization Needs\n\nChaotic IT organization needs fundamental rebuilding, cost discipline and right sizing \u2014 Function Head\nSystems performance needs major improvement \u2014 Function Head\nSecurity and compliance need to be addressed \u2014 Function Head\nOutdated IT skills and processes need modernizing \u2014 Function Head or Transformational Leader\nAdequately functioning IT organization needs major strategic realignment with business goals \u2014 Transformational Leader\n\nBusiness Needs\n\nDepartmental and enterprise processes need to be reengineered and optimized for efficiency, effectiveness \n\nand\/or growth \u2014 Transformational Leader\nNew architecture standards and enterprise-level systems need to be implemented to support business growth and \n\nother goals \u2014 Transformational Leader\nIT and its business partners need to change the way they work together to create and execute the project \n\nportfolio \u2014 Transformational Leader\nThe business needs IT to envision and enable new market opportunities \u2014 Transformational Leader or Business \n\nStrategist\nThe business needs more sources of innovation \u2014 Business Strategist\nThe business strategy team needs a representative from IT to help envision new ways to achieve business goals \u2014 \n\nBusiness Strategist\nThe business strategy team needs a leader who can interpret market trends and how they can be exploited or \n\nshaped by technology \u2014 Business Strategist\nThe business needs to exploit new technologies that make possible new types of competitive \n\ndifferentiation\/advantage \u2014 Business Strategist\n\n2. Depending on the CIO type you need, determine whether your current CIO has the necessary strength in the most \n\npertinent leadership competencies for the role. If not, consider whether the CIO can hone those in a timely manner \n\nthrough executive coaching or whether you need a new person in charge.\n\nFunction Head\n\nIT function expertise \u2014 Thorough knowledge of the workings of the function and the ability to optimize \n\nits processes and operation\nTeam leadership \u2014 focusing, aligning and building effective groups in one's immediate organization\nPeople and organizational development \u2014 developing long-term capabilities of others and the organization \n\nas a whole\nResults orientation \u2014 a focus on improvement of business results\n\nTransformational Leader\n\nChange leadership \u2014 transforming and aligning an organization through its people to drive for \n\nimprovement in a new and challenging direction\nCollaboration and influence \u2014 working effectively with others, including internal customers, who do not \n\nwork for you, to have a positive impact on business performance\nStrategic orientation \u2014 the ability to think long-term, leveraging business awareness, critical analysis \n\nand integration of information to develop an action-oriented plan\nIT function expertise\nTeam leadership\nPeople and organizational development\nResults orientation\n\nBusiness Strategist\n\nCommercial orientation \u2014 identifying and seizing opportunities to increase profit and revenue\nMarket knowledge \u2014 understanding the market, including competition, suppliers, customer base and \n\nregulatory environment\nExternal customer focus \u2014 serving and building value-added relationships with customers or clients \nChange leadership\nCollaboration and influence\nStrategic orientation\nIT function expertise\nTeam leadership\nPeople and organizational development\nResults orientation\n\n3. Map priorities to needs. Check that the CIO's management and technology priorities for the coming year map to \n\nthe goals of the enterprise for the IT organization and for the business at large. Check that your expectation for \n\nthe areas and processes that IT will impact in the coming year match the needs of the business.\n\n4. Show them the money. Those companies that need a Transformational Leader should expect to provide a \n\ncomparatively larger budget for IT given the serious changes that will be taking place. Those companies requiring a \n\nBusiness Strategist CIO should consider centralizing IT spending control under the CIO to avoid turf battles, \n\nmaximize spending efficiency and allow funding for innovation pilots.\n\n5. Put them where they can do the most good. Those companies that need the leadership of a Business Strategist or \n\nTransformational CIO should give them a participatory seat at the executive table and engage them regularly in the \n\ninformal executive discourses, which are when the decisions are really made. Consider having the Business \n\nStrategist CIO report to the CEO or president. Consider having the Transformational CIO report to the CEO, \n\npresident, or chief operating, chief process or strategy officers.\n\n6. Set the expectation and provide formal and informal time for the Business Strategist CIOs to spend with other \n\nexecutive officers. Provide formal and informal time for Transformational CIOs to spend with business unit heads \n\nand owners of cross-enterprise processes such as supply chain.\n\n7. Plan for the future. Businesses go through cycles, and needs can change profoundly in as little as two years. \n\nThe executive team should look to the future and try to predict when its needs will shift. This is particularly \n\nimportant for organizations that need a Function Head CIO to fix problems today but will likely need a more \n\nstrategic CIO to create advantages for it later. These may not be the same individual unless the CIO has past \n\nexperience as a business strategist or the ability to grow those skills quickly.