Ten Traits Effective CIOs Have in Common

Ten Traits Effective CIOs Have in Common

That’s because there’s no longer a distinction between an enterprise’s business strategy and its tech strategy.

Specifically, they deploy metrics to establish a baseline of IT performance and measure tangible progress toward impactful improvement.

CIOs are chief innovation officers these days. So they need to elevate their presence companywide–especially within the board–to champion new ways to boost performance through disruptive tech.

Ideas about innovation are worthless if they aren’t executed. Successful CIOs know how to turn promising proposals into can-do practical plans.

As consumers get more comfy with tech, CIOs must remove any walls that stand between IT and the creation of a highly personalized, positive customer experience.

CIOs only have between 90 to 120 days to make their mark, so good ones swiftly identify where IT can make the biggest difference–right now.

Instead of protecting turf, they realize that the CFO, CMO and others can serve as resourceful allies to help advance mutually beneficial initiatives.

They recognize that everyone from the CEO to the frontline customer service employees can shed valuable insights into how IT can drive greater business outcomes.

Tech competency is just the beginning. By targeting for strong communications, problem solving and other essential soft skills, CIOs build dream teams that are considered indispensable by organizationwide influencers.

It’s difficult to present yourself as a key business player, after all, if you haven’t immersed yourself into company/industry financials and otherwise “get” the CFO’s lingo.