The ever-increasing dependence on data, coupled with a win-win partnership between business stakeholders and CIOs, fueled the evolution of this role into one of strategic importance, says JItendra Singh
A few years ago, when CIO designation was created, it did not really make a difference in the basic role of the IT head. Organizations started using the new designation to attract talent, but could not really think of enhancing the role. Till recently, the CIO’s role was limited to managing the IT infrastructure, applications, etc.
I’m sure the creators of this role must have considered the much elaborated and enhanced profile, beyond an IT Head, but I sincerely feel that most of the organizations did not really recognize the larger picture and the ‘CIO’ word became a replacement for “IT Head” designation. For most of them, CIO was supposed to maintain the IT setup — in other words, keep the lights on.
I am saying this because I have witnessed the existence of separate departments like MIS, Business Analytics, Process Excellence, etc., where the respective CIOs had no association to begin with. CIOs were still being expected to just provide what was being asked for, including the reports and dashboards as directed. More often than not, CIOs were the last ones to get information on the business direction.
Some enterprising CIOs, however, could visualize the importance of this new role and started utilizing the inherent definition in the true sense, by participating in business discussions and providing their valuable inputs. The benefits realized by businesses through this active participation led to the beginning of an evolvution in the role of a CIO. More and more companies started recognizing and realizing the business acumen of CIOs and appreciated their role beyond the “keeping the lights on” profile.
The ever-increasing dependence on data, coupled with a win-win partnership between business stakeholders and CIOs, fueled the evolution of this role into one of strategic importance.
Today, in a matured organizational thought, CIOs are not treated as IT heads only, but are looked upon as strategic partners in business sustenance and growth. Some of the CIOs are treated at par with other CXOs and are an active member of the Board.
Current generation CIOs are handling multiple roles and responsibilities like strategy, business excellence, etc., and are pivotal to the success of any organization. Businesses have been appreciative about the contribution of CIOs in areas beyond IT and are leveraging on their business process knowledge.
Today, we do not talk about cost incurred in IT, but about business efficiency and benefits. This cannot be solely attributed to the CIOs’ efforts. The recognition and participation by business in the journey has strengthened this partnership, resulting in direct impact on growth and sustainability.
Today, CIOs are an active member in strategy and roadmap building for the organization, supplemented with the additional responsibilities like process excellence and optimization.
With more and more basic IT management related areas like data center, application development, etc., moving toward outsourced/standardized/stabilized (cloud, standard applications, etc.) environment, the CIOs have to keep evolving in their role by participating more in the business discussions and decisions. They will have to start thinking (if not already thinking) in business language, instead of being a technology provider only.
A few CIOs have been able to showcase these capabilities and have benefited accordingly by graduating to the role of CEO/COO in certain organizations, thereby opening a path of a much evolved role beyond that of a technology provider.
With constant dependence on data based decisions, the role of the CIO is going to be much more challenging yet satisfying in providing the value expected of them.
Jitendra Singh is CIO, Nagarjuna Fertilizers and Chemicals Limited
