What separates world-class CIOs/CTOs, from just good ones?
CIO in Energy and Utilities, 11 - 50 employees
* Long term vision* Business expertise and orientation to manage IT to create value in the company
* Setting higher objectives and coaching/supporting the team to achieve those objectives
* Delegate efficiently
Director, Product Delivery Operations & Program Management Office at Momentive (the makers of SurveyMonkey). Strategic Advisor in Software, 1,001 - 5,000 employees
Agree with Miguel and all of his points + empowering their directs and teams along with transparency and effective communication. Plus regular reporting to the Sr Executive/C-Suite and board and providing the org with regular (min quarterly) updates through a variety of communication vehicles such as all-hands, emails, blog posts, Slacks, etc.Chief Information Officer in Manufacturing, 10,001+ employees
Being able to bridge be more strategic in their approach. Alignment with business and technology and leave the weeds the folks they hire to do those jobs.Group IT Manager Operations in Construction, 5,001 - 10,000 employees
Ability to align with the business, drive team performance and generating value from initiativesGroup IT Manager Operations in Construction, 5,001 - 10,000 employees
Pulse ;) and then the mobile browser. Does tons of stuff compared to one app per purpose. You maybe able to eliminate tens of apps by just relying on services through mobile browser.
Group IT Manager Operations in Construction, 5,001 - 10,000 employees
Sorry. Posted a reply under wrong question.
Director Of Technology in Education, 51 - 200 employees
The place of employment. Can’t be a world-class CIO/CTO if the employer is “just” a good one.Senior Information Security Manager in Software, 501 - 1,000 employees
The best CIO/CTO I have worked with are electrical engineers who have an MBA. They have both deep technical understanding and a business understanding.Board Member in Healthcare and Biotech, 1,001 - 5,000 employees
Some pointers from my observations and experience:1. Understands and drives the business goals
2. Communications and networking internally and externally
3. Empower team and monitor progress without getting into their path. Lead, don’t manage.
4. Educate internal stakeholders on possibilities and opportunities irrespective of whether they are going to be taken up or not
5. Engage across enterprise layers from Board to ground level, build respect.
Partly agree with the comment on company culture which is important too. Culture is always driven from the top and the CIO/CTO is part of the “top”.
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Often46%
Sometimes27%
Rarely11%
Never0%
412 PARTICIPANTS
Production45%
Backup65%
Replication33%
Non-production DBs (Dev, Training, QA, etc.)30%
217 PARTICIPANTS
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.
Great point Brian. Couldn't agree more.
Thank you! 👏