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 to leaders who want to match their focus and skills to the needs of their business now and going forward.\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 A parallel set of recommendations applies for companies that want to gain the value that each type of CIO is suited to bring\u2014particularly the Transformational Leader and Business Strategist CIO (see "What Kind of CIO Does Your Company Need?").1. Know yourself. Determine what kind of CIO you are based on the activities you currently spend most of your time on:\n\nFunction Head\n\nManaging IT crises\nDeveloping IT talent\nImproving IT operations\nImproving system performance\nSecurity management\nBudget management\n\n\nTransformational Leader\n\nRedesigning business processes\nAligning IT initiatives and strategy with business goals\/strategy\nCultivating the IT\/business partnership\nLeading change efforts\nImplementing new systems and architecture\nMapping IT strategy to overall enterprise strategy\n\n\nBusiness Strategist\n\nDeveloping\/refining business strategy\nUnderstanding market trends\nDeveloping external customer insight\nDeveloping business innovations\nIdentifying opportunities for competitive differentiation\nReengineering or developing new sales and distribution channels\n2. Know your skills. Determine if you have strengths in the executive leadership competencies that \n\nmap most closely to the activities you are engaged in (the competencies that are underlined below). \n\n(See definitions for each competency in the list above.) If you have a need to develop in a \n\nparticular competency, seek executive coaching and mentoring:\n\n\nFunction Head\n\nIT function expertise\nTeam leadership\nPeople and organizational development\nResults orientation\n\n\n\nTransformational Leader\n\nChange leadership\nCollaboration and influence\nStrategic orientation\nIT function expertise\nTeam leadership\nPeople and organizational development\nResults orientation\n\n\n\nBusiness Strategist\n\nCommercial orientation\nMarket knowledge\nExternal customer focus\nChange leadership\nCollaboration and influence\nStrategic orientation\nIT function expertise\nTeam leadership\nPeople and organizational development\nResults orientation\n3. Are you in the right place at the right time? Determine whether the activities you are engaged \n\nin (and thus the type of CIO you are) map to the current needs of your business. If not, reevaluate \n\nyour actions or the fit between you and your business. Here is a starter checklist:\n\nIT Organization Needs\n\nChaotic IT organization needs fundamental rebuilding, cost discipline and right sizing\u2014Function \n\nHead\nSystems performance needs major improvement\u2014Function Head\nSecurity and compliance need to be addressed\u2014Function Head\nOutdated IT skills and processes need modernizing\u2014Function Head or Transformational Leader\nAdequately functioning IT organization needs major strategic realignment with business \n\ngoals\u2014Transformational Leader\n\n\nBusiness Needs\n\nDepartmental and enterprise processes need to be reengineered and optimized for efficiency, \n\neffectiveness and\/or growth\u2014Transformational Leader\nNew architecture standards and enterprise-level systems need to be implemented to support \n\nbusiness growth and other goals\u2014Transformational Leader\nIT and its business partners need to change the way they work together to create and execute \n\nthe project portfolio\u2014Transformational Leader\nThe business needs IT to envision and enable new market opportunities\u2014Transformational Leader \n\nor Business Strategist\nThe business needs more sources of innovation\u2014Business Strategist\nThe business strategy team needs a representative from IT to help envision new ways to achieve \n\nbusiness goals\u2014Business Strategist\nThe business strategy team needs a leader who can interpret market trends and how they can be \n\nexploited or shaped by technology\u2014Business Strategist\nThe business needs to exploit new technologies that make possible new types of competitive \n\ndifferentiation\/advantage\u2014Business Strategist\n4. Map priorities to needs. Check that your management and technology priorities for the coming \n\nyear map to the goals of the enterprise for the IT organization and for the business at large. \n\nCheck that your expectation for the areas and processes that IT will impact in the coming year \n\nmatch the needs of the business.5. Gain control of the IT purse strings. Transformational Leaders should have a comparatively larger budget for the serious changes that you will be leading. Business Strategist CIOs should \n\nhave central control over all IT spending to avoid turf battles, maximize spending efficiency and \n\nallow funding for innovation pilots.6. Get correct positioning. Business Strategist or Transformational CIOs should insist on a \n\nparticipatory seat at the executive table and engage fellow executives informally in executive \n\ndiscourses, which is when the decisions are really made. Business Strategists should report to the \n\nCEO or president. Transformational CIOs should report to the CEO, president, or chief operating, \n\nchief process or strategy officers. 7. Get face time. Business Strategists should set the expectation that they will spend formal and \n\ninformal time with other executive officers. Transformational CIOs should spend time with business \n\nunit heads and owners of cross-enterprise processes such as supply chain.\n8. Plan for the future. Businesses go through cycles, and needs can change profoundly in as little \n\nas two years. The executive team should look to the future and try to predict when its needs will \n\nshift. This is particularly important for organizations that need a Function Head CIO to fix \n\nproblems today, but will likely need a more strategic CIO to create advantages for it later. You \n\nmay be perfect for the former role, but are your skills and experience in place to play the latter \n\nrole? If not, can you hone those competencies in preparation? Do you need to convince your business \n\nthat you should begin expanding your role toward the strategic even if the need is not yet \n\napparent? This may be the hardest challenge of all, but it's a challenge that most CIOs face as \n\nthey seek to evolve their role toward the future state of the position.\nThose CIOs and companies that want to see the CIO position take on the role of Business Strategist \n\nas defined in this report can use this simplified list as shorthand when considering changes to the \n\nresponsibility and focus of the role.