Intelligent CIO Africa Issue 21 | Page 40

FEATURE : STATE OF THE CIO
////////////////////////////////////////////////////////////////////////// vision into effective action . Many CEOs see IT as simply a means to an end . At best , they might concede that IT can help increase automation and productivity . At worst , they ’ ll view it as a cost centre they can ’ t get rid of .
“ Establishing a strong relationship built on trust with the CEO will help the CIO reduce pressure and position the IT department as a strategic on the projects that need to be delivered , rather than a seemingly arbitrary annual cycle ,” said Schuck .
“ A narrow focus on rigid annual budgets can lead to dangerous vendor lock-in , which can have a damaging long-term financial impact . Project-based budgeting is a much more effective way to ensure IT investments deliver maximum business value .

WITH INFORMATION BEING READILY AVAILABLE , CIOS NEED TO MANAGE INTERNAL EXPECTATIONS AS MUCH AS EXTERNAL ONES WHEN IT COMES TO DEALING WITH IMPORTANT QUERIES .

asset for a company . If CIOs mend fences with CEOs , they can show how IT is more than just business support – IT helps open up new revenue-generating opportunities and creates a genuine differentiator in products and customer experience .
“ The best way to do this is for the CIO to start thinking like an entrepreneur , putting the core business and its customers at the centre of the IT agenda , instead of focusing on the technology first . CIOs need to put IT needs in the context of business goals , aligning technology initiatives with the corporate strategy led by the CEO .”
Workings with Chief Financial Officers ( CFOs )
CFO-driven financial management is highly dependent on IT systems and data availability . Commercial data processing , which includes accounting , revenue management , expense control and procurement , closely links IT to finance – making them counterparts . That ’ s why , according to Schuck , the relationship between the CIO and CFO is of strategic importance for sustainable finance operations .
“ When the conversation turns to budgeting , the CIO needs to ensure budgets are focused
“ Rather than trying to wring every last drop of ROI from ageing technology , CFOs and CIOs can work together on a more flexible approach . In this way , the business can deploy innovative technology when it ’ s needed , helping drive overall ‘ business ROI ’ rather than relentlessly pursuing a return on individual investments .
“ CIOs can form effective partnerships with CFOs by communicating the business value of IT investments and showing how they align with the organisation ’ s strategic priorities . And supporting the finance function with reliable analytics and secure , easily recoverable data will also help foster a relationship of trust between the CIO and the CFO .”
Working with Chief Marketing Officers ( CMOs )
Digital technologies , social media and marketing automation have transformed the marketing function , and CMOs are increasingly tech-savvy . So how can CIOs work with CMOs to develop a coherent marketing technology strategy ?
“ Firstly , CIOs need to emulate their marketing counterparts and become not just customer centric , but customer-obsessed ,” said Schuck .
“ Today ’ s customers want tailored , personalised interactions , but to do this effectively , you really need to become obsessive about knowing as much as possible about the customer .
“ CMOs know they need to be able to analyse and understand customer data to get the insights that will help them engage customers more effectively , predict future buying behaviour , and develop the products and services that customers really want . IT can help them achieve these goals , but it will help achieve them a lot faster if marketing solutions are integrated into a holistic , enterprise-wide technology strategy .
“ The CIO needs to work alongside the CMO for other reasons , too . For example , IT is responsible for building and maintaining the public face of the business – its website and
40 INTELLIGENTCIO www . intelligentcio . com