The Road to CIO, Part 2: The Evolved CIO

Computerworld - This is the second in a three-part series of articles addressing the career path of the IT executive. Part 1 discussed the road to CIO. In Part 2, a relatively new phenomenon is addressed -- the emergence of the next generation of CIOs, chief executives who are redefining the profession by becoming business thought leaders as well as technology leaders. Next month, Part 3 will discuss the importance of identifying and developing future CIOs.
Recently, there has been a distinct evolution in the role of the CIO. This trend began with a segregation of CIOs into those who operate in the traditional technology-oriented role, siloed away from other business functions, and those who operate as business thought leaders, breaking ground by creating a real interface between IT and other business functions. Within this latter group, another subgroup of CIOs has emerged: the "super" CIOs, an elite group of chief executives who are raising the bar and becoming strategic members of corporate leadership. It is this new generation of top IT executives who are redefining the role of the CIO.
Although there are always exceptions to the rule, the vast majority of the CIOs that Korn/Ferry International is involved with on a regular basis are falling into this new category of "business leaders first, technology leaders second." In other words, business acumen has become the priority. In fact, the new CIOs possess many of the attributes held by successful CEOs and chief financial officers. Chief among these qualities is a keen understanding of strategy and business, as well as an appreciation for the importance of execution. A 2005 Gartner survey of 1,300 CIOs listed the transition of IT toward business process and intelligence as one of the top three challenges CIOs face.
Becoming a business thought leader, however, is often a learned skill for CIOs. This is because IT has traditionally been isolated from other business functions and treated in most organizations as an expense item rather than as a way to generate revenue. The new CIOs get the linkages between business and IT and, in fact, don't even see a separation. They have elevated the importance of the IT department and positioned themselves as strategic partners at the executive table.
Not that technology is any less important. It's a matter of applying technology in a way that strategically improves the business functions of the organization and having the business acumen to accomplish it. It's not just about getting products to and from locations faster, easier and cheaper. It's about using