Too many acronyms in that title. However, anyone responsible for managing and implementing information technologies in a company knows them so well, as they identify the challenges that these tasks entail. Simply put, every CIO must be able to identify the present and future needs of the business. In addition, you have to know the challenges faced by each area of the organization and the people in them.
After all this, you have to find the technological tools that are adequate to solve problems, and that fit not only the budget but the culture that exists within the company and what customers expect to receive. They also have to deal with situations like the bring-and-use personal devices to work (BYOD) culture. In this specific case, it is better to regulate it than to prohibit it, as well as to learn from the needs that this shows, according to IT Business Edge.
To facilitate this always so dynamic work, we bring 3 of the best tips according to TechTarget :
Knows the business and technology completely. What is done, how is it done and who does it? You must also clearly identify customers, what they are looking for and how they are provided with it. What are the current market conditions and how are you dealing with your competitors? All of these issues should be on the CIO’s mind at all times and be issues that they handle perfectly.
Also, being knowledgeable about technologies and being aware of their possibilities and potential will help distinguish between those that improve and those that hinder the business.
- Drive change. In today’s dynamism, it’s impossible for a CIO to just verify that things stay functional. Yes, “if it works, don’t fix it” is the mantra of every CIO, however, this does not mean closing yourself off to new options. Solutions that mean streamlining processes or reducing costs, without sacrificing any aspect of the operation must be studied and considered all the time.
- Carisma. It is something difficult and there are those who find it easier than others. However, it is essential to know the leaders of each area and those who make the decisions. Even more important is to identify the way in which innovation issues should be addressed. The focus on ROI and how it will come from following your directions is the key. When you present a project, bring alternatives and always consider all the questions that may arise. A poorly prepared CIO is not a CIO.
- Collaboration is key. Many CIOs make the mistake of working from the shadows. They acquire the necessary knowledge of technology and business needs. However, they do not form strong ties with their peers who run the other departments. They should be the main allies and will help every CIO add more value to the business by establishing and nurturing relationships with them, according to Forbes.