Chief influence officer is one of the most pertinent personas for CIO in the 21st century since technology is ubiquitous in the digital era.
Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the light on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiating value from piles of commoditized technologies, but more specifically, what are the digital-savvy CIOs doing to amplify leadership influence and run IT as a growth engine and Innovation Hub? Here is the monthly spotlight of the CIO.
CIOs as Chief Influence Officer
- CIOs as Chief Influence Officer: How does a CIO Make a Digital Influence Digital makes a significant impact on every aspect of the business from people, process to technology and capability. IT plays a pivotal role in digital transformation. Given the power of SMAC technologies and abundance of information to fuel business innovations, how does a CIO make the multitude of digital influence, like a Pro?
- CIOs as Chief Influence Officer: Can you Play the Role at the Big Table? More and more organizations invite their CIOs to the big table for strategic discussions. The issue is that there are too many examples that CIOs (or other senior IT executives) have a "seat at the table," participate the conversations with non-IT executive decision makers, but they are often not given the "appropriate voice" in getting engaged in discussions, focused on the quest to leverage IT initiatives. So what are some effective ways to get to the point where CIOs are considered a driver as well as an enabler? CIOs, though you have a seat at the table, do you play the role and have the voice over the table to make digital influence?
- The CIO’s Situational Leadership for IT Digital Transformation Many IT organizations are on the inflection point for digital transformation, to transform from a cost center to a growth engine, from a back office function to a digital brain front yard, and from a help desk to an innovation hub. CIOs are wearing multiple hats, practice situational leadership to bridge the industrial age with the Digital Era, to focus on information management, process optimization, business innovation, and overall organizational maturity. Many think IT is shifting from a static function which is often controlling or even lagging behind the changes to a people-centric changing organization. Here are a couple of leadership and management roles CIOs need to balance to amplify leadership influence.
- CIO as Chief Influence Officer: The Multi- Points of Key Influences: The CIO role by nature is fraught with paradox, the modern CIO need be both business strategist and IT manager, innovator and cost-cutter, visionary and situation-driven. Chief influence officer is one of the most pertinent personas for CIO in the 21st century since technology is ubiquitous in the digital era.
- CIO’s D&B (Depth & Breadth) of Influence Matrix Modern CIOs face many dilemmas: being sustainable or disrupt, keep status quo or innovative? Act as a business executive or an IT manager., etc, command-control leading style is no longer effective to make business transformation at today’s 3D (physical, virtual, mental) working environment, and conventional IQ & EQ may also not be sufficient enough to deliver high impact leadership influence?
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