Y2K was detrimental to the image of the CIO. Bob DeRodes, executive vice president and CIO of Target, suggests the turn of the millennium also brought about a turn in reputation for CIOs.
"In late 1998 we, as a profession, seemed surprised that we had to change all of our software to handle a new century, by a specific day. For the next 15 months, IT departments focused almost singularly on readying systems for Y2K, freezing changes in most every business and government agency. The problem wasn't that we were surprised; rather, we had failed for years to convince executive teams to fund the necessary changes," Mr. DeRodes said in a Wall Street Journal article.
This failure on IT's part to prepare for that change with ample time in advance damaged CIOs' credibility and eliminated the confidence in the IT department, he said.
However, not all hope is lost. Mr. DeRodes said specific actions within three target areas can help turn around the tarnished reputation of the CIO.
Create value
Protecting digital assets is a key first step to creating and protecting IT value.
Additionally, CIOs need to be able to use a variety of tools and processes to effectively do their work in numerous technology environments. Mr. DeRodes suggested adopting the mindset of a "renaissance" CIO and become an expert at all the tools, processes and skills needed for the varying technological ecosystems. "One size can't fit all — so don't try to hide it from the rest of the business. They need to understand the complexities the CIO faces," Mr. DeRodes said.
While CIOs should be masters of their entire ecosystem, Mr. DeRodes said they also should delegate transformation initiatives to the appropriate business organizations. The organizations own the data and processes, so they should oversee those initiatives, Mr. DeRodes suggested.
Establish credibility
CIOs should enact effective IT governance by aligning processes and controls with each layer of the organization in an easily understood, inclusive manner. These frameworks should also receive the support from the CEO.
Additionally, CIOs should be fluent in financial literacy, as IT plays a significant role in growth and profitability for organizations. This also ensures CIOs can explain financial trade-offs and investment returns.
Above all, CIOs need to be more knowledgeable about IT than other organization leaders. This is critical to establishing credibility and earning respect because the second something goes astray, leaders will turn to the CIO to handle the problem, and they need to be able to address it, according to Mr. DeRodes.
Wield influence
Influence starts from the bottom and moves upward, according to Mr. DeRodes. If CIOs work closely with their peers and mid-level managers who report to them, the influence will travel upward to the C-suite.
CIOs also have to achieve, and maintain, confidence from the board. Mr. DeRodes said they can do so by mastering IT risk and compliance issues, show that business units are leading transformations and deliver optimal operational and financial results.
Above all, Mr. DeRodes said the best way for CIOs to establish respect is to think of the CIO role as a profession and not a go-between position.
"Until we care more about our profession, it is unrealistic to expect others to recognize our unique contributions and skills," Mr. DeRodes said. "The next generation of CIOs have the opportunity to establish more credibility, create more value and earn more respect than any previous generation."
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