By Peter Pollock
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Specifically, similar personality types like the CTO and CIO are likely 02 schubert 2/23/04 9:06 AM Page 41 maximizing the partnership network 41 to see things and think along the same lines because of their particular types; however, it is just as likely that they will not reach agreement unless they both start from the same perspective or until each determines that the other gets it. It is important that these two get together early to discuss the proposal one on one. A peer who suggests multiple alternative ideas to a complex proposal only undermines the likelihood of acceptance.
As such, the CIO’s ability to act across this spectrum of performance levels—strategic, tactical, and reactive—can be strong reinforcement of IT’s value and the CIO’s contribution as a strategic business partner and technical specialist member of the senior management team. setting up shop Having characterized some of the important elements of CIO performance in terms of executive responsibilities, the trick becomes developing existing professional and organizational competencies and conditions into a more successful functional relationship so that all people in the organization—executive peers, IT staff, and employees—benefit from the enabling resources of the CIO.
The CIO with this understanding stands ready to assist them through an awareness of the network of long-term peer functional strategies and how they align with those of the IT organization and the company. Because business conditions change the CIO works to stay in touch with the business unit heads to ensure that their changing IT needs are collectively accommodated and efficiently enabled in terms of company resources and priorities. Actively preserving the relationships is the best way to do this; use any means at your disposal.