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Re: 4 competencies every CIO must master

CV

In my mind, the CIO should have enough technology understanding to be able to be "dangerous", but where he must excell is in the understanding of how technology can help the business. He should have the capability to "tell a story' on how, using technology, the key business issues of the enterprise can be addressed. That is what we most often miss. We have excellent technical people, we have great business people, but little understanding how to get the two working together.

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CV

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Wh1t3Rabbit

Joel,

  Whie in my career I've never made it up to the CIO's office (perhaps yet?) I look look at your 4 competencies and wonder.  To what degree do you expect the CIO to be technical?  I've worked for good and bad CIOs and few of them were rarely technologists, by trade.  This may actually have been a bad thing since looking back we were always playing buzzword bingo during our CIO meetings.

 

  It makes me wonder, though, to what depth do we expect the CIO to be proficient?  I do expect they can get on social media, turn on their own PC and operate a tablet - but beyond that?  Do we expect the CIO to be able to tell us the intricacies of DLP?  Are we expecting a CIO to be able to understand software security, ITIL implementation in our CMDB, and the technical difficulties with resource orchestration for cloud?

 

  I guess I'm not convinced the CIO needs to be "that technical" if they're a solid business leader.  I would have put that ability to translate between his or her more technical direct reports (CISO, etc) and the CEO ... but how far beyond that do you think it should go?

 

/Rafal

HPE-SW-Guest

Rafal,

An important question and one that will continue to come up from time to time in my blog.

 

Basically, as one climbs higher in an organization, especially larger ones, relationships become more important and technical skills less so.  Once one gets to the "C-suite" it is all about relationships and the ability to think and act strategically.  Technical competence is reflected not in the specific skills of the CIO but rather in their people and the ability of their organization to innovate and respond to technical challenges.  in other words, technical skills take a back seat to technical leadership.

 

--Joel

JoshuaBrusse

Hi Joel

 

Interesting blog and I agree with most of it. From experience I would argue that "being and influencer" is definitely the most important competency of the four. Being a charismatic leader is then crucial besides being able to lead change although one doesn’t come without the other.

 

Most people believe you are born as a charismatic leader, it’s nothing you can learn, you have it or you don’t but I disagree with that and have written stuff in which I say that you can become a charismatic leader when you have certain characteristics. In the years I have worked with leaders I came to that conclusion and I made the effort to describe those characteristics and testing them on charismatic leaders we all know such as Nelson Mandela and Mahathir Gandhi.I came to the conclusion that they indeed have all of them in some degree.

 

I guess my point is that being a charismatic leader, being able to lead change (fast) is something you can learn and should learn if you want to be the “next CIO”…Without these competencies it will be difficult to be a CIO in the future...

 

BTW, JP Kotter isn’t the only “change guru”…there are many other…at a minimum as good as Kotter J

CV

In my mind, the CIO should have enough technology understanding to be able to be "dangerous", but where he must excell is in the understanding of how technology can help the business. He should have the capability to "tell a story' on how, using technology, the key business issues of the enterprise can be addressed. That is what we most often miss. We have excellent technical people, we have great business people, but little understanding how to get the two working together.

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