The buck stops at the CIO's desk
The CIO's job has never been tougher. But it has also never been as exhilarating as it is right now. The CIO is a change agent and the buck stops at his desk. But it is still not easy to define what a CIO must do to be part of a central operation. Is the CIO a business manager or a technical manager? Is the CIO in charge of failures in the IT department or for making sure that flaws don't exist in the first place?
Luckily, there are plenty of new tools in the marketplace to help CIO deliver results. But does the CIO take a risk spending money on software and other tech that is not yet tried and trusted? In a year where there will be belt-tightening, where do you stand? Can you make good on the requirement to deliver the best technology and results at the cheapest cost? Are you the savvy professional that can cut costs without feeling an impact on your business?
We'd like to hear some of your ideas. Certainly, all eyes are on the technology gurus who can add power to the system without spending more money. Are you one of them? -Judi
P.S. By the way, don't forget to check out FierceCIO's ongoing trivia contest.
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By Lincoln Quinton | Posted 2:25pm | February 11, 2008
Our group focuses on providing Business-IT Alignmetn services to various organizations across multiple industries. For us, where one client is in a safe, recession-resistent business model, technology-to-cost concerns are limited. For another client, they can be extremely sensitive to economic market pressures.
Fortunately though in most cases we have been able to plan accordingly (meaning, customers who are 3-6 months into executing their formal IT Strategic Plan) are more confident in their ability to weather the coming (or 'present' depending on who you ask) financial storm.
The primary reason behind this certainty is that cost forecasting has already been considered and there are no IT projects that are not in direct alignment with a specific business goal or initiative. This allows the IT team to stay laser focused despite some of the economic distractions.
Since executive management knows there are no maverick IT projects they feel assured in also knowing their IT investment dollars will not return void.
I suppose the lesson here is plan, plan, plan. Even in periods where unforeseen finacial threats arise it is possible for IT to continue its servant role to the business.
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