Provided by: TechRepublic
Date Added: Apr 2017
Whether you’re just starting down the path toward a leadership role or you’re looking to take your career to a higher level, these tips will help you develop a strategy for success.
From the ebook
With digital transformation efforts underway at many companies, the CIO has an opportunity to become an important member of the C-suite who can find technical ways to advance the company’s goals. But how do you actually become a CIO?
“There is no one CIO profile,” said Ansgar Schulte, a Gartner analyst on the CIO team. While you traditionally see CIOs with a background in either IT or business, Schulte said he’s seen an increase in those taking the job from marketing, product development, and even HR.
While a tech background gives you an advantage in areas such as security and working with vendors, those from other business realms often have the communication, management, and strategy skills the CIO job demands.
“It’s usually easier for a strong business leader to get a necessary understanding of the tech challenges and have some people on the leadership team helping to address those, than for a tech executive to acquire the nontechnical competencies like strategy and governance,” Schulte said.
The CIO role is more fluid than it used to be. “You need to be open to different responsibilities coming your way,” he said. “In the future, the focus of the CIO will be less on information management but more on reaping business opportunities through digital technologies.”
Here are the skills and attributes that will help you climb the corporate ladder and land a CIO job.
Willingness to take on the hardest projects
David Giambruno, CIO of Shutterstock, started his career in sales at a networking company, where he learned how customers were using technology.
How did he move up the ranks? “I took the absolute worst jobs,” Giambruno said. “If someone said, ‘This project is going to be a total failure,’ I would raise my hand, because there was no downside. It taught me how to wield technology for an outcome and how to use every single asset at my disposal, including people, processes, and technology, to get a good outcome.”