CIOs risk being sidelined if they fail to change C-suite approach

  • Share
  • CIO still perceived as the organizational “watchdog” and leader of a support function
  • 38% of CIOs report a lack of support from executive management team
  • 60% of CIOs think they add strong value to fact-based decision-making when setting corporate strategy, yet just 35% of C-suite peers agree

LONDON, 4 OCTOBER 2012 – As the business world evolves, CIOs can, and must, refresh the outdated perspectives that other executives still hold about their role in order to succeed, according to EY’s DNA of the CIO report released today. The report, based on a survey of over 300 senior IT professionals globally, also draws on in-depth interviews with a further 25 CIOs and 40 respondents from across the rest of the C-suite, to capture business views about the CIO role today.

The central role that technology has played in every industry and sector of business over the last two decades emphasizes just how big an opportunity CIOs have already missed. CEOs are in clear need of “co-drivers” who combine technology expertise with business skills; however, too few CIOs are currently regarded as true members of the executive management team. While they have technological expertise, they are not perceived to have the right level of business skill – limiting their potential for change.

Maureen Osborne, Global CIO of EY comments, “The clear message from many CIOs, is that the status quo will need to change. In order to stay relevant in a rapidly evolving technological landscape, CIOs will need to break out of their comfort zones within the data center. Those who don’t, will run the risk of being further relegated down the corporate hierarchy, or sidelined altogether.”

Securing a place in the C-suite
If CIOs are truly going to deliver on the potential remit of their role, and the potential of IT, they will need to work harder to secure their position at the top table. Less than half (48%) of the C-suite executives think the standing of CIOs has improved in recent years on a range of issues, from product innovation through to helping deliver on the operational agility of the company. While 60% of CIOs think they add strong value to fact-based decision-making when setting corporate strategy, just 35% of their C-suite peers agree, resulting in just 43% of CIOs reporting that they are deeply involved in strategic decision-making.

This low level of involvement is reflected in nearly 4 in 10 (38%) respondents reporting a lack of support from the executive management team as a major issue, particularly within larger companies with revenues of over US$1b (46%). Most leaders aim to keep any discussions with the CIO centered on IT budgets, ignoring the chance to engage in a wider discussion about the value of technology. CIOs acknowledge that it will be difficult to change such perceptions of being a purely cost control function, but doing so will be a prerequisite for recasting the role of the CIO, and IT, within the wider business in the future.

More than IT budgets
Previously, IT leaders have not done enough to reach out to the rest of the business to develop long-lasting relationships that can support their wider change efforts. As befits IT’s long-running history as a cost control function, CIOs hold the closest relationship with the CFO, but CIOs recognize that by expanding discussions to encompass the CEO and other leaders, CIOs can move the conversation onto matters about IT value and its role within the business, rather than getting tied up in budgets alone.

Dave Ryerkerk, EY Global IT Advisory Leader concludes “Future CIOs will need to be able to show proactively how IT can be used as a source of innovation within the business, rather than merely a support function. Naturally, a part of this will be securing the chance to support a major business project of some kind, which can, in turn, make a specific impact on how the rest of the business operates. The value of this is clear: once business leaders start to recognize an IT leader as someone who can transform the way they operate their business, perceptions can quickly start to shift. This will be especially clear if the resultant changes in the business operating model impacts top line revenue growth.”

To find out more information and download the report, visit

About EY
EY is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 167,000 people are united by our shared values and an unwavering commitment to quality. We make a difference by helping our people, our clients and our wider communities achieve their potential.

EY expands its services and resources in accordance with clients’ needs throughout the CIS. 4,000 professionals work at 19 offices in Moscow, St. Petersburg, Novosibirsk, Ekaterinburg, Kazan, Krasnodar, Togliatti, Vladivostok, Yuzhno-Sakhalinsk, Almaty, Astana, Atyrau, Baku, Kyiv, Donetsk, Tashkent, Tbilisi, Yerevan, and Minsk.

For more information, please visit:

EY refers to the global organization of member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.