CIOIN

While I’m aware of the caution that’s entered the hearts and minds of corporate India off late, and it’s reflection in budget forecasts, salary expectations and headcount numbers, it’s actually been pleasing to know where CIOs see themselves within organizations and what they hope to achieve.

As the technology landscape matures, more IT departments are transitioning to being seen as trusted partners and competitive differentiators, and IT’s cost center image is fading bit by bit. And, more CIOs are donning roles alongside IT—HR, admin, logistics, supply chain, and, gasp, even those that come with P&L responsibilities.

And, reflecting post-slump realities, a mere 8 percent of CIOs now feel that technology or project management are core strengths as opposed to 38 percent who state that their life and work is based on business and domain expertise. Impressive!

But, do 38 percent of managements consider their CIOs to be business leaders? 

That’s the insidious gap that needs addressing, and not that dumb clichéd hogwash about business-IT alignment! (While on that subject have you ever seen business-sales or business-finance alignment come up for discussion?)

If you continue to be considered a specialist member of the senior management why then should anything but the technology role waft your way?

Corporate executives scale managerial heights because the expertise they bring along is vital to an organization’s growth, which these days is more about the topline than ever. That’s why it’s imperative that your priorities, efforts and behavior directly align that way. Seek out business peers. Connect with your end customers. Build the blueprint for better revenue growth.

I know enough CIOs who have taken this approach to know that it not only works but that the payoff is what Gary Beach, CIO Magazine’s Publisher Emeritus, refers to as the ‘voice’ on the management table.

Vijay Ramachandran, Editor-in-Chief