Why CEOs and CFOs get frustrated with CIOs (Feb/15/2007)
By Bruce Skaistis

I recently said during an interview that the move away from technical CIOs
was being driven by CEOs and CFOs who are frustrated with CIOs who focus too
much attention on technical issues and not enough on addressing critical
business issues.

After the interview, I was thinking about why CEOs and CFOs get frustrated
with CIOs. I don't think the move to CIOs with business backgrounds will
solve the problem.

I'm convinced that most CEOs and CFOs want the same thing from the CIO. They
may say it in different ways, but they want the CIO to use enterprise IT
capabilities to produce maximum value for the enterprise at the lowest
possible cost. It's that simple -- produce maximum enterprise IT value for
minimum cost.

After agreeing that maximizing the value or benefits produced by enterprise
IT while working to minimize IT expenses should be the primary objective,
the next step is to lay out an overall plan to make it happen. The actions
in the plans vary based on specific circumstances, but here are the key
factors most CEOs, CFOs and CIOs agree to do to get maximum value from
enterprise IT at minimal cost:

1. Target enterprise IT resources to produce maximum value -- This seems
very obvious, but many organizations do not have effective processes in
place to ensure it happens.
The best way to ensure enterprise IT resources are being used to produce
maximum value for the enterprise is to tie IT resources to the activities or
functions that use the resources and then monitor resource usage on an
enterprise-wide basis.

2. Maintain strong focus on optimizing IT cost effectiveness -- There are
two ways to optimize enterprise IT cost effectiveness. One way is to get the
same performance from enterprise IT resources while reducing costs. The
other way is to improve the performance of enterprise IT resources without
increasing costs. The best way to create a strong focus on optimizing
enterprise IT cost effectiveness is by establishing clearly defined cost and
performance accountabilities, setting aggressive cost and performance
objectives, and monitoring critical cost and performance factors.

3. Ensure that IT Initiatives are on schedule, within budget and deliver
targeted benefits -- The best way to ensure that critical enterprise IT
initiatives are successful is to have effective IT project management
processes in place for justifying projects, defining project requirements,
identifying and mitigating project risks, controlling project scope,
managing project resources, monitoring project status and resolving project
problems.

4. Ensure that IT is able to respond quickly to changing conditions and
requirements -- Another key to maximizing enterprise IT value and minimizing
IT expenses is making enterprise IT more agile. The need to be more agile is
driving efforts to streamline enterprise IT planning and decision making
processes, limit long-term IT resource and financial commitments, find more
flexible staffing and software solutions.

5, Ensure that IT risks are effectively managed -- This does not mean
eliminating all risks, but it means having processes and structures in place
to identify and quantify potential risks, mitigate critical risks, and
monitor risk management efforts.

If a CIO with a technical or business background is delivering maximum
enterprise IT value and minimizing IT expenses, it's a good bet the CEO and
CFO are going to be strong supporters.


Bruce Skaistis is the founder of consultancy eGlobal CIO, which provides
specialized support to help companies maximize IT performance
www.eglobalcio.com.


[Non-text portions of this message have been removed]



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