The human behind the digital superhero

The role of the CIO has evolved from that of a technical focal point to a more comprehensive value generation role. This is thanks to the overarching visibility across any organization which favorably discriminates in having an over and under the hood understanding. And whilst this was already applicable a few years back, the acceleration in technology capability has put even more pressure on the role to increase delivery, quality and solutions to keep ahead of the curve. Those CIOs that unfortunately tend to fall behind end up quite often as scapegoats as to why organizational strategies fail, becoming the sacrificial lambs of more complex outages when it comes to defining and executing the right strategy.

Essentially, one empathizes with CIOs given that it is truly a very lonely job. Around the C-level suite table it’s easy to find ways and means of common understanding with financial and commercial terms, but technical complexities tend to create an unspoken barrier which isolates somehow the unexplainable technical effort from the rest of the organization. Anyone in this role realizes this, understands it and acknowledges it that when putting up for review or approval core technical projects, it is quite a feat to get closure that the initiative is understood and appreciated for what it provides.

The pressure and the forces mounting to converge vision and solutions can become overwhelming. And whilst often CIOs are expected to have an arsenal of superpowers to make things happen, a number of individuals in these roles are not up to demand or prepared to distinguish themselves to be true game changers.

A modern CIO needs to be an engineer of solutions, tech savvy on all the disciplines in the IT realm, an inspirational leader and a point of reference, needs to have a good understanding of the industry operating in, keep abreast of tech advances and emerging trends, accountable, dependable, resilient, approachable, visionary, experienced……what else? I’m sure I’ve missed a bucketload of other attributes that are usually identified with any respectable individual occupying this role, however the underlying statement is that the role requires a significant amount of skill and potential that stretches beyond any form of CV.

Besides that, CIOs must know finances, be commercially inclined, have a knowledge of marketing, procurement, legal frameworks, conversant and practicing in human resources development and more. This is imposed by the realities of the role, by the necessity and responsibility which falls on one of the most critical roles in any organization. The reliance on technology to serve as a catalyst and enabler mandates the whoever leads it can tame it and control it, advise correctly and more importantly execute effectively.

In my career, I have had the good fortune to work with individuals and in organizations that have inspired me and transcended knowledge which I believe is key to packaging the right CIO model - and these are some of my insights.

The fundamental component to the right predisposition always lies with leadership skills – put people first. Whilst the CIO needs to be the reference point, the role doesn’t mandate him to be the top expert – the people and teams are. Under guidance they shine, excel and grow.

Vision, limited only by imagination and drive. The technology spectrum is wide enough to enable some of the most daring solutions. Marrying vision with cutting edge technology spells for outstanding results. A CIO that is not capable of thinking big, and acting small with pace should work on widening perspectives to encapsulate more innovation, capability and sustainability. ?

The capability to transpose the technical to business and vice versa is a rare trait, and whilst everyone boasts of owning it, not all do really succeed at it. It is normal that the CIO is isolated in the technical wilderness but what is this of value to the organization if the business requirement cannot be taken to fruition by a technical means?

A good CIO needs to be an excellent salesman. Having the best ideas and solutions in one’s quiver is useless unless you can ‘sell’ them to your peers, decision makers and teams. Trust and following is achieved by leading with example, but for people to trust and follow they need to be enticed by what you’re selling. Not being able to convince of one’s capabilities, sharing the vision and finally succeeding in making it a commonly owned objective will consequently result in potentially brilliant initiatives falling through the cracks.

Planning and seeing the bigger picture. Looking beyond the current boundaries and avoiding tunnel vision for a more complete and holistic view is essential. It’s a common trap that encases brilliant people in becoming zoned and constrained in their careers. Keeping alive a career with research, cross industry acumen and delving into other organizational functions keeps the CIO relevant and complete.

Acknowledging that a CIO might be inspirational, nothing can be achieved without the collective effort of good people working together. This applies horizontally and vertically within any organization, reaching outwards to the extended community of partners and stakeholders. Playing the long game and practicing ethical politics is vital towards creating the right collaboration between all.

The ability to strike the right balance between strategic and tactical. This is more relevant in a time where aggressive change is constant, abnormal has become the new normal and the insurgency of technology has placed more conundrums on the ethical approach towards its utilization. The CIO needs to meticulously strike the right balance consistently to keep momentum, velocity and efficiency, governed by values and ethics.

Be value obsessed – whatever you do, make sure it’s useful and positive. Whatever initiative or task ensure that there is a derivative of value to it. Productivity through measured success is resonant with value delivery. This needs to be conducive to the overall strategy governing any organization and is a huge determinant to a successful track record. It validates performance and it is directly contributable to customer satisfaction, to sustainability, to building a positive legacy.

Presumably, but not always obviously, a CIO should lead by example in applying the principle of embracing change. CIOs, through the actions of their teams and sometimes reflecting their own personal stance, run the risk of becoming organisation disablers as opposed to the much-necessitated enablers. And whilst the famous ‘If it isn’t broken don’t fix it’ or ‘Nothing has happened yet’ are heard to often, CIOs need to be proactive in this reality of constant shift. Embracing change ensures that on any level, whether personal or professional, people in this role are creating the right conditions to survive. They become the embodiment of a force and conviction that change can be absorbed, challenges transformed into opportunities and threats becoming successes.

Ultimately a CIO needs incessant backing. A common shared vision and, more importantly, clear definitions of what, how and why needs to be achieved by all around the executive table, are fundamental at supporting anyone in this role. The communality of purpose and alignment of expectations ensure that the person in the role is given the necessary means with which to succeed.

Finally, a CIO is a human being. And whilst the aforementioned might be more of externally viewed traits, this is possibly the first and most personal understanding of any CIO. Acknowledgement and acceptance of this fact is important to keep consistency and resiliency. It’s human to err, it’s human to have emotions, it’s human to be human, now more than ever.

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