|"Once the letter ‘C’ is part of your designation, you are part of management team (and not just IT team) — you have to make your technology hat secondary and management hat primary and look at opportunities and challenges from business point and not just technology point."|
|Vijay Sethi |
CIO, Hero MotoCorp
In the past, it used to be enough to be enough to be a technical expert. Today, you need to be a good manager and an advisor to the C-suite.
This view gets to the heart of the change in skillset that CIOs are finding: balancing their technology expertise with softer skills. Many CIOs directly acknowledge that the necessary skills are yet to be developed.
Apart from technological skills, both CIOs and C-suite executives ranked leadership as well as communication and influencing skills as the primary attributes needed for success.
Key attributes for CIO role(Percentage of respondents who have chosen 8, 9 or 10 on a scale from 1 = not needed at all to 10 = absolutely needed)
Speaking the language of business
A common shortcoming among today’s CIOs is the failure to talk in the language of business. “It’s boring for an executive to explain to a CIO how their business models work. Know that beforehand, or they won’t invite you to join in,” says Thomas Pirlein, CIO of Esprit, the global fashion brand.
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