“85% of CIOs agree that the CIO is becoming a changemaker, increasingly leading business and technology initiatives.”
-CIO.com, State of the CIO, 2023: Building business strategy
No longer just directors of data processing or information systems, CIOs have come far from the early days of digital in the 1980s. The modern CIO spends more time debating technology strategy implementation, roadmaps, and policies than the technicalities of IT infrastructure. Learn about what has spurred this evolution and the importance of the CIO role in digital transformation today, in shaping not just the technological strategy but also the enterprise’s business strategy.
The CIO Origin Story: How It All Began
In the earlier days of computing, there were no CIOs but IT directors or managers who were primarily technicians, focusing on establishing and managing IT systems. The actual title “chief information officer” dates back to the early 1980s, with its coining often credited to American organizational theorists William R. Synnott and William H. Gruber. In the 1980s, CIOs were mainly highly skilled developers or technologists tasked with developing the enterprise’s IT infrastructure and the IT organization. They had to juggle the twin responsibilities of technologists and managers while deploying technology to support the organization’s needs.
The rise of the personal computer and, consequently, the start of the distributed era of computing meant a shift from a centralized to a decentralized model for organizational IT. By the 1990s, there was already a significant need for CIOs to be savvy business leaders rather than primarily expert technologists. The dot-com boom only provided more opportunities for CIOs to shine as business strategists and thought leaders critical to the enterprise’s success. The CIO’s attention was then turned to enabling effective decentralized information systems and standardizing business processes to make their organizations more globally efficient.
In the 2000s, ERP (Enterprise Resource Planning) and social information systems entered the picture. CIOs were tasked to implement systems that would facilitate communication across the organization. They also became more involved in strategic conversations with vendors and suppliers of ERP systems. Their focus grew beyond information systems to business solutions.
The CIOs of the 2010s had to grapple with the rise of cloud computing and the implications of cloud platforms for the business, a further evolution of decentralized, distributed computing alongside the rise of agile, distributed teams. They had to formulate cloud migration strategies and manage the right balance of on-premise and cloud solutions for their organizations. Critically, the CIO was becoming one of the few people in the company who could see how the whole organization fits together, a “technology architect.”
What’s Expected of the CIOs of Today (and Tomorrow)
The CIO of today’s concerns are manifold, some shared by their predecessors and others newer to the role as enterprises become increasingly digital.
- Effective IT Operations: Ensuring IT costs are controlled effectively given budget, resources, and the organization’s needs, current and future.
- Data Transparency: Making data consistently available across the enterprise and managing the flow effectively while considering privacy and security concerns.
- Business Agility: Enhancing IT’s alignment with the business, enabling real-time collaboration and solution innovation.
- Digital Transformation Strategy: Creating a roadmap for leveraging digital technology to radically change how the business works and the products or services it offers.
- Innovation: Leveraging upcoming technology to ensure the enterprise remains competitive.
- Cybersecurity and Data Privacy: Developing and implementing cybersecurity strategies that align with the organization’s goals, minimizing exposure to risks or threats, and ensuring data compliance with ever-changing regulatory requirements.
Top Challenges for the CIO Role in Digital Transformation
It’s clear there’s a lot on the plates of today’s CIOs, but what challenges are they specifically facing when it comes to digital transformation? Unlike operational excellence or IT budget management, digital transformation is a relatively recent multi-headed beast that varies depending on the enterprise’s current stage of digital adoption and strategic goals. Four common challenges facing many CIOs are:
1. Resistance to change from stakeholders
Despite how much attention the CIO now has as a critical leader in the enterprise, getting buy-in within the organization continues to be a struggle that tests the soft skills of many a CIO. Enterprises are fundamentally people, and people are highly resistant to change.
2. Budget constraints and resource allocation
IT still struggles with being seen as an operational cost center, thanks to its origins as a distinct function separate from the business. Today, IT is an innovator and modernization partner, so CIOs must work to shift conversations from cost-cutting to value creation through IT.
3. Skills gap and talent shortage
Enterprises are in the race to digitalize, and with that has come a brain drain for skilled IT professionals. Finding and keeping the right people has kept many CIOs up at night. No matter how well-planned a digital transformation project is, it only works if the right teams and skills are in place.
4. Managing legacy systems and technology debt
The primary pain of distributed computing is the chaotic accumulation of systems and applications, leading to costly, bloated application portfolios. The weight of past IT misadventures can bog down attempts at digital transformation initiatives.
What CIOs Need to Do Now
There is a lot of pressure and potential at the door of CIOs, so how can they ensure they are equipped with the right insights at the right time to guide enterprise strategy?
A good starting point for the CIO role and digital transformation is to master three critical elements: alignment of information and organization, discernment to get actionable insights from data clutter, and prioritization, knowing the most effective use of limited resources. Each element helps the CIO and their enterprise build a robust foundation to advance their mastery of the organization’s technology, infrastructure, and data.
Alignment involves getting a detailed data-driven overview of how the business and IT fit together regarding technology and capabilities. With that understanding, the CIO then has a reliable starting point for getting actionable, relevant insights on people, process, and technology. These insights will empower the CIO to address the many challenges the enterprise may face, from internal battles, such as budget cuts or mergers and acquisitions, to external ones, such as a recession or cybersecurity breach.
Mastering these elements should equip the enterprise and CIO with the right insights to tackle the biggest internal challenge: prioritization. Companies always struggle with determining the most effective use of resource and which initiatives drive the greatest impact or benefits for their strategic goals. By mastering prioritization, the CIO role in digital transformation is to help the enterprise with these big decisions using data-driven insights into cost, benefit, risk, and the possibilities of various potential initiatives. Such insight is also helpful for reassessing or reprioritization.
For a quick overview of techniques for mastering each element, read The CIO’s Guide to Enterprise Transformation.