Center for CIO Leadership 2010 Editorial Calendar

 

In question one, below, the Center is interested in finding out your areas of expertise and in what capacity you are comfortable contributing to the Center knowledge base.

Here are detailed descriptions of the competency topics the Center is focusing on in 2010, and where we seek content, advice and ideas to share with our members. You can indicate your interest in the chart below these descriptions.

• Business Strategy and Process: Given their unique knowledge of end-to-end business processes, CIOs are well positioned to lead their enterprise through often-desired process standardization, simplification and streamlining initiatives. They report that there is, however, increased opportunity to participate in business strategy and collaborate with customers and other external business partners to successfully drive these programs through to successful fruition.
• Business Value Measurement and Communication: The CIO needs to be able to clearly define the value of technology in business terms, and communicate the value in language that the business can understand.
• Change Management: CIOs play a critical role in shaping the enterprise of the future and will need to lead the transformation of their IT applications, services, and infrastructures to drive the change. They seek best practices and proven approaches to increase their effectiveness.
• Collaborative Innovation: Collaboration is necessary to solve complex business problems across differentiated organizations. CIOs seek tools and processes to more effectively integrate collaboration into the innovation process.
• Communicating Value in the C-Suite: CIOs need to be able to crack the code so they can communicate business value effectively to their C-Suite peers and earn their equal place the executive team.
• Customer Centricity: The most important skill for the CIO to bring value is being able to sit in the end customer’s shoes and bring the customers’ perspective back to the business.
• Expanding Business Impact: The Business-Savvy CIO is adept at expanding business impact by tapping an ecosystem of internal and external partners to drive new opportunities while staying focused on the day-to-day management required.
• Innovation and Growth: CIOs are emerging as leaders of innovation and bringing new ideas to the enterprise, with a real opportunity remaining to fill the gap between idea and execution. Opportunity exists for CIOs to drive process change to enable innovation.
• Leadership: CIOs view themselves as leaders in their organizations and are playing an increasingly important role in leading change, but they are still evolving to be viewed as true trusted advisors and executive peers by their business colleagues.
• Making Innovation Real: Visionary insight and operational excellence are required. CIOs must have the creativity and innovative vision combined with practical process orientation to implement innovation for business value.
• Organization and Talent Management: CIOs know where they need to lead their IT organizations, but continue to wrestle with delegation and with building the next-generation team. Key issues CIOs wrestle with include succession planning and building out the business competencies of their IT team.
• Raising the ROI of IT: ROI today requires CIOs to be savvy at building opportunities from efficiency. The ability to deliver innovative self-funding models derived from cost takeout is key.
• Risk Management and Compliance: CIOs need to be able to look at the data and know what risks are, identify the organization’s risk exposure and help to mitigate it.