Editor's Pick (1 - 4 of 8)
Being A Modern Enterprise CIO
By Anne Weatherston, Advisor, The Asian Banker
This business model didn't exist even three years ago. For these reasons, CIOs need a wide-angle lens and a passion to keep developing and learning. How valuable is the role of IT in driving business growth and adding value? The world is witnessing a revolution in established business models, and it’s all because of technology. In the next decade, the world of work will change radically, and those companies that do not anticipate and respond appropriately will get left behind. We only need to consider companies like Airbnb and Uber to see the impact of this change. They are challenging established business models for travel and transport, and this change has happened rapidly. Established companies need to think outside in and transform to meet the increasing expectations of their customers for world-class, technology-enabled service. What advice do you have for someone looking to become a CIO? I never set out to become a CIO, but it’s not a path I regret. We're living in one of the most exciting times for a technologist, and I wish I could do it all over again. My advice to anyone starting is: get yourself a degree in IT, which provides grounding. Then go into business for two to three years, ideally in the IT function, to build your skills. Following that, I would suggest embarking on an MBA, which gives you a broad understanding of all aspects of business and then join an organization that is large enough to help you develop - not just as a technologist but as a broad-based leader. Beyond that, never stop learning and challenging yourself to build up all of the diverse skills you need as a CIO. These must include the soft skills as well as the functional skills, since operating in the C-suite requires that you build strong and collaborative relationships both with peers and across the entire organization. In your career to date, what is the achievement that makes you feel proud? I'm not sure I could single out any one achievement, but would rather talk to a career where I know that across the many companies I’ve worked for, I made a difference. The differences were varied in each case; from the delivery of complex and challenging change programs that enabled substantial business change, to transforming a failing IT service and defining and delivering a complex IT-enabled business transformation. Across all these roles I like to believe that I made a difference to some of the many technologists who have worked for me over the years, by making them realize the strategic importance of technology to all businesses.