We are reading quite a bit lately about how the Chief Digital Officer role is relegating the CIO to the operational sidelines.\u00a0 We are also hearing about how Chief Marketing Officers are spending more on technology than CIOs, who are now responsible solely for integration, security and support.\n\tDoes this mean that the CIO role is doomed to extinction?\u00a0 Should CIOs pack up their bags and go home? Certainly not!\u00a0\u00a0 I am seeing something very different in the CIO\u2019s future.\n\tCIOs who have developed the credibility among the executive committee for operational excellence are finding an array of opportunities beyond the CIO role.\u00a0 These CIOs are finding new, expanded roles with titles like \u201cChief Shared Services Officer\u201d and \u201cChief Business Process Officer\u201d and as Hunter Jones can attest, \u201cVP of Enterprise Services.\u201d\n\tHunter Jones had been CIO of Cameron International, a $9B oil and gas equipment manufacture, from 2009 until 2012.\u00a0 Now, he has added VP of Enterprise Services to his CIO title.\n\tWhat does the new title mean?\u00a0 \u201cSometimes I say that my new role is everything the CEO doesn\u2019t want to do,\u201d says Jones. But more seriously: \u00a0Jones\u2019s functional responsibility now includes IT, which he has always had, product R&D, global supply chain, HSE, Security, Corporate Quality and leadership over a major transformation project. His team of 600 has increased to 1400.\n\t\u201cFor a while, Cameron was operating as a holding company,\u201d says Jones, \u201cbut we made all of these acquisitions and realized that we needed to operate more like a corporation. We were missing out on opportunities to leverage some enterprise services because our business groups were all running their operations differently.\u201d\n\tWhen Jones became CIO, he occupied the company\u2019s first shared services position as he pulled together multiple IT organizations into one centralized group.\u00a0 He also put in place a new governance model. \u201cEarly on, I realized that the wrong people were making decisions about IT,\u201d Jones says. \u201cAs the business threw new requests at us, IT was put in the position of deciding what was important. \u201c So, Jones established a new governance model that put investment decisions in the hands of the business. \u201cI guess that all of that worked pretty well,\u201d says Jones, \u201cbecause our CEO decided that he wanted to bring more services up to an enterprise level.\u201d\u00a0\u00a0\n\tPrior to his role as CIO, Jones had been VP of Operations for Cameron, so he had some familiarity with his new functional responsibilities. \u201cI used the be the supply chain guy,\u201d he says, \u201cand I knew how to run a shared services organization, but I have a lot to learn about the other functions.\u201d\n\tFor CIOs who would like to broaden their horizons and add new enterprise services to their roles, Jones has some advice.\n\t1.\u00a0Be sure you are running IT as a shared service.\u00a0 \u201cIf you have a model where IT is a profit center, or is its own business, you may not be ready to add more enterprise services to your role,\u201d says Jones.\u00a0 \u201cIn our company, IT exists solely for the purpose of the other businesses. That\u2019s the only reason we live.\u00a0 If I had the mentality that I\u2019m my own business over here, I would not be able to run other enterprise functions.\u201d \u00a0\u00a0\n\t2.\u00a0Develop your new leadership.\u00a0 \u201cDon\u2019t think you\u2019re going to be the hero of each of the shared services,\u201d says Jones. \u201cYou need a credible leader over each functional area if you\u2019re going to be successful in an enterprise services role. When I took the new job, I was smart enough to know that I wasn\u2019t all that smart.\u00a0 I needed to hire people who were experts in each of their areas.\u201d \u00a0\n\tSome of Jones new direct reports were very tactical, and he needed them to be more strategic.\u00a0 Some of his leaders expanded their headcount by quite a bit in moving into their new role. \u00a0A big part of Jones\u2019 job since taking on enterprise services has been in working with his new leaders to grow the skills to work at a higher level.\n\t3.\u00a0Get a 360 view of the new organization. \u00a0Jones\u2019 first move when stepping into his new role was to put the organization down on paper.\u00a0 \u201cWhat is this group really responsible for delivering? What are their top initiatives?\u201d Once he had a basic sketch of the group and its responsibilities, he ran it by Cameron\u2019s other senior business leaders. \u201cIt wasn\u2019t clear to me at the beginning that everyone was on the same page about the goals of his new organization,\u201d Jones says. \u201cYou cannot assume that everyone has the same expectations for what the shared services organization is going to deliver.\u00a0 Everyone has to buy into the concept of organization and its priorities if you are going to be successful.\u201d\n\t4.\u00a0Not everything needs to be consolidated:\u00a0 Jones tapped each of his functional leaders to learn what governance models worked for them.\u00a0 If the governance structure was working well, he kept it in tact.\u00a0 \u201cDon\u2019t go crazy with consolidation,\u201d cautions Jones.\u00a0 \u201cIf you try to have one consolidated enterprise services governance model, you\u2019re going to wind up with the CFO in every meeting.\u201d\u00a0 \u00a0\u00a0\n\tCIOs who have the innovation gene can set their sights on roles like Chief Innovation Officer and Chief Digital Officer, but CIOs who are all about operational excellence and delivery are looking around the enterprise for more functional areas to add to their plates.\u00a0 \u00a0My prediction is that in the next few years, we will see many more examples of CIOs, like Hunter Jones, who are now running a broad, comprehensive set of shared services.\n\tAbout Hunter Jones and Cameron International \n\tHunter W. Jones is Vice President, Enterprise Services for Cameron. He joined Cameron in Cameron in 1996 as Manager Procurement Planning and has since held positions of increasing responsibility within Cameron, most recently as Vice President and Chief Information Officer. His range of experience with Cameron covers Operations, Quality, Supply Chain Management, Six Sigma and Procurement. He holds a Bachelor of Science degree in Industrial Engineering from the University of Florida.\n\tCameron is a leading provider of flow equipment products, systems and services to worldwide oil, gas and process industries. Leveraging its global manufacturing, engineering and sales and service network, Cameron works with drilling contractors, oil & gas producers, pipeline operators, refiners and other process owners to control, direct, adjust, process, measure and compress pressures and flows.