Career Watch

By Jamie Eckle

May 9, 2005 12:00 PM ET

Computerworld -

Q&A: Karen M. Rubenstrunk
Title: Senior client partner
Company: Korn/Ferry International, Tysons Corner, Va.

Having recently decamped from the former Meta Group, where she spent 10 years providing counsel and advice to Fortune 500 CIOs, Karen M. Rubenstrunk is still interested in what's going on at the top of the IT organizational food chain in her new role at executive recruitment firm Korn/Ferry. She spoke with contributing editor Jamie Eckle.

What are companies telling you that they're looking for in senior IT leaders these days? Have the must-have characteristics changed in recent years? The must-haves haven't changed. I have a tendency to be fairly cynical about this idea that the CIO has suddenly become a business leader, needs to be from the business, technology is secondary, etc. The reason I am cynical is that the job description for most CIOs reads fairly close today to what it did two years ago.


Karen M. Rubenstrunk, senior client partner at Korn/Ferry International

What is different, however, is which skills are at the top, which skills are being tested the hardest through the interviewing process, and the percentage of clients actually hiring to the job spec. Clients want a multifaceted executive who has the business acumen to run a business unit whose products and services are technology-based. Communications skills, relationship management skills and financial (read: value) analysis skills have moved to the top of the list. From an interviewing perspective, clients are looking for indications of resiliency, incredibly crisp communications and passion. I believe this is happening for two reasons: 1) The CIO today is much more involved in maximizing the effectiveness of end-to-end integrated business processes. That means that the executive must be able to play cheerleader and chief negotiator across multiple business units. And 2) CEOs are beginning to recognize their own role, and the role of their executive team, in the success of the technology investment.

Any difficulty in finding candidates who have the qualities companies are looking for? Yes, it is a seller's market right now. If you think about it, a great CIO is a great CEO: an executive who is responsible for setting a compelling vision for the future while at the same time assuring that day-to-day operational excellence provides the opportunity to be in business in the future. You're talking about an executive who is an excellent communicator, both strategic and tactical, and, oh by the way, also has deep understanding for the power of technology. So if you look at it, it's as hard to

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