CIOs: When your CxO peers need your help/partnership to succeed with their business initiatives that require digital capabilities .... What *actually* motivates you to invest your time and energy? Especially where you know you’ll need to invest significant personal time and energy to support their technology understanding, thinking, and decision making.  Are you motivated by the opportunity to help a colleague and enjoy the experience or do you need more tangible benefits from your investment?

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Chief Technology Officer in Software, 51 - 200 employees
I would say its 50-50. Tangible benefits for the organisation role would be my first priority. 
Personal learning and helping the colleague is fine if time I spend justifies the end goal.
Director - IT, Enterprise Services and Value Management in Software, 10,001+ employees
As a CIO, one can have a larger span of influence by participating into organization growth through such involvement. It also align well with the objective of the business.   
COO in Healthcare and Biotech, 5,001 - 10,000 employees
I find this to be a curious question. In all of my prior CIO roles, I saw myself as an executive with an expertise in technology… not a technology executive. It is subtle, but the point is: my role was to support corporate initiatives to drive revenue, reduce costs, ensure compliance and customer/employee sat, etc. My goals were the same as the enterprise goals.

Now, as a COO, I fully expect our CIO/CTO to prioritize the work that supports our growth or customer sat or whatever are our goals.

The short answer: I am motivated to do my job and support the common corporate goals.
CTO in Transportation, 11 - 50 employees
It depends on the colleague but I see it as part of my job. If I help them to succeed the company will be better off and eventually I as well.
So while it depends on the particular person I may need to help I try to be professional and provide as much support as needed.
Executive Architect in Healthcare and Biotech, 10,001+ employees
I agree with Anil and Henan, it's part of the job.  In a CIO role I would also expect members of my team to provide digital transformation guidance to my C-level compadres. If the time/energy is significant, I can always guide them to consultants.
CIO in Government, 10,001+ employees
This is a curious question since it implies the IT staff can decide what to work on.  In reality, any major organization will establish IT governance to direct and prioritize IT investments.  At the Virginia Dept of Social Services, our IT governance is called the IT Investment Council (ITIC) consisting of the Executive Team. As a Deputy Commissioner for Technology, I have a seat at the table. It is the ITIC that determines what IT will work on. Once a project is approved, we then work jointly with our business partners to identify requirements, develop designs, implement projects, and place the new system into production, to be maintained by our staff or a contractor.  The investment is in time is twofold: 1.Continued enhancements to our enterprise architecture. and 2. Continued development of relationships with business partners so they will trust us with their needs
CIO in Healthcare and Biotech, 1,001 - 5,000 employees
It really boils down to their business initiatives and how they tie to our strategic plans and desired business outcomes. If the initiatives align with those items, then it is my responsibility and opportunity to help them out. The level of time and energy doesn't really come into play. However, I am honest with them about my perspective and how I may see things progressing. In most cases, there may be a need to pivot or even stop as we learn more. I'm not willing to waste my time and resources, as well as my team's and the organization's, on an initiative that isn't actually going to achieve what was originally hoped for. This requires brutal honesty and ruthless discipline as an organization. I recognize that may not always be the case in other orgs. Just to loop back to what I first stated, spending my time and energy in helping my peer achieve desired business outcomes that are in line with our organization's strategic direction is why I am part of the team. 
CIO in Telecommunication, 1,001 - 5,000 employees
To me the two are inseparable.  An opportunity to support a colleague and coworker, build a relationship, be part of their and their team's success, support the business and company goals, build my network and work on my other personal development goals in leadership, influence, listening, business skills...etc.  This is the highest praise and largest opportunity you can have in the CIO role.  Along with developing people on your team and watching them succeed, this is the most fulfilling part of the job. I would do this for free (don't tell my boss...).
Head of Transformation in Government, 501 - 1,000 employees
Isn't this the actual job? I suppose the question could be interpreted as how to help a peer with digital capability development when the investment is more of a personal capability development prior to the business case management. In that case, I try and always do so because it is an excellent relationship and trust building opportunity, because it establishes a greater critical mass of digitally dexterous executives, and because it helps me learn more about the business.

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