Do you believe revenue should be an official metric for CIOs? Why or why not?

34k views3 Upvotes27 Comments

CTO in Software, 11 - 50 employees
Perhaps a better way to think about this and a "metric" is revenue attribution. Much like Marketing driving "top of funnel", the initiatives that the CIO drives should improve internal customer productivity and enable more substantial business outcomes, revenue being one of them.
CIO in Real Estate, 1,001 - 5,000 employees
This is the ultimate question where “it depends”.   Hopefullu a company has made IT investments with ROI rationale/targets for revenue - in which case absolutely Yes
Group Chief Information Officer in Construction, 5,001 - 10,000 employees
As part of the c-suit I do believe CIO KPIs should be same as CEO KPIs (Business)
His/Her focus always should be to help CEO to achieve his agenda
Things like revenue, Net profits, cash in hand, G&A , Backlog
CEO in Services (non-Government), 51 - 200 employees
I believe that there should be multiple metrics for revenue generation. CIO’s should have KPI’s that link to revenue generation or loss (service availability etc). However this does depend on the business in question and delivered products and services. Profitability is mostly awarded with bonuses which relate to revenue indirectly. 
CIO/Project Management Office in Software, 1,001 - 5,000 employees
I’m in agreement with Mike, where the metrics should be based on driving internal performance and productivity which produces or enables improved revenue outcomes. It also is based on the investments made to support those decisions.
Assistant Director IT Auditor in Education, 10,001+ employees
It is a component of the metric. The organization must also be protected from cyber attacks, which is a big cost.  The CIO job is to ensure that the business objectives are met and the organization strategic goals are achieve.
CEO / President, Self-employed
Absolutely!  Every person in a C-Level is responsible for Revenue generation in one aspect or another.  If you are the CIO your job includes making sure the company is running the best-fit technology for your organization.  The tech that is going to return the highest ROI, smoothest processes and highest user engagement to name a few.  All these play a factor in revenue generation and business success.  

Partner in Services (non-Government), 51 - 200 employees
Yes!  CIOs need to be conscious of revenue and how their services can enhance revenue, either with direct revenue producing activities or (more likely) making other processes seamless and more effective.
CIO in Software, 2 - 10 employees
Absolutely, all members of the C-suite should be measured by the same KPI's from CEO to CIO. Alignment of the IT strategy with that of the business should indicate where value-add occurs and if all projects are measured by ROI then this shouldn't be a problem. All IT activities should be revenue enhancing in some way and from my experience this can be difficult to prove. Using value engineering as a methodology can help enormously.
CIO in Software, 501 - 1,000 employees
It should certainly be one of them but I would be wary of putting too much emphasis there.  We support all aspects of the business which means we impact all major stakeholders - Customer, Employees, and Investors.  So we should track metrics in each of those areas; Customer Satisfaction (NPS, Retention/Churn, if possible overall health score, etc.), Employee Satisfaction (Attract/retain, satisfaction, etc.), and Financial Results (Revenue, cost savings, etc.).  On top of that we also have a fourth area which is Risk that needs to be tracked.

Content you might like

CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
Read More Comments
41.7k views131 Upvotes319 Comments





Depends on the initiative7%

It’s not up to me0%






2.7k views2 Upvotes

Director of Engineering in Software, 10,001+ employees
It will depend on company to company, but at very high level these are few which everyone should have 
1. Automation
2. Tech debt
3. Consolidate tools
4. Security posture
Read More Comments
2.1k views3 Comments