Define what IT does by focusing on competitive advantage, ongoing operations, managing risk and reducing cost
Have IT leaders spend time with business leaders to become well-rounded and increase credibility. Do not have a “We will build it, they will come” attitude, or focus metrics on tactical issues over business outcomes. Report IT costs with
reference to business solutions.
Recognize reasoning for project approval
Project prioritization and approval are often informed by whether IT helps make or save money, or does what couldn’t be done before.
Facilitate executive collaboration
As one of the few business leaders who crosses functional silos, CIOs should facilitate meetings among their C-level peers.
Overcome “chief implementer” role
To be perceived as a planner, not an implementer, CIOs must learn, understand and anticipate the needs of the business.
Deliver on deadline, measure the results and market the role that the CIO and IT had in making the changes or enhancements happen.
Insights collected from participants at the CIO Perspectives Forums in San Francisco (Sept. 21, 2009) and Washington, D.C. (Oct. 21, 2009). Get more information about CIO Perspectives at www.cio.com/executive-programs or register at council.cio.com/perspectives.