What part of the CIO role truly needs to be part of the C-suite conversation?
What parts of the CIO responsibilities are never worthy of the C-suite conversation (except in failure mode)?
Do the answers to these questions suggest a "role and responsibility split" is at hand for CIOs?
Delivery/operations continuity is so important today -- companies can't do much without it. But that is not the same skill set as strategic thinking about ways to improve the organization with technology. Why should the ops person even report to the CIO?
Even if you delegate ops to a subordinate... you're never released to think about what's next.
What parts of the CIO responsibilities are never worthy of the C-suite conversation (except in failure mode)?
Do the answers to these questions suggest a "role and responsibility split" is at hand for CIOs?
Delivery/operations continuity is so important today -- companies can't do much without it. But that is not the same skill set as strategic thinking about ways to improve the organization with technology. Why should the ops person even report to the CIO?
Even if you delegate ops to a subordinate... you're never released to think about what's next.
What are the contradicting priorities within the roles of the CIO: back-office vs. front office; slow moving vs. fast moving; strategic vs. operations, that make it necessary to create a split in the roles?
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