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What's stopping you from achieving real success?

Byron Connolly | Nov. 28, 2012
Bradley Kalgovas, an honours research student at the University of New South Wales (UNSW), spoke to 10 Australians CIOs in various industries, for a research study titled Transcending the barriers to CIO ambidexterity, which identifies what prevents CIOs from exploring and exploiting technology inside their organisations.

IT is responsible but business is also a poor customer.

CIO: What recommendations do you have for CIOs who want to get a seat at the boardroom table and be viewed by the rest of the business as a key part of the organisation?

Kalgovas: I've identified 19 recommendations but picking out two or three -- you need to get seat at the boardroom table, it needs to not just be a seat, you need to be a trusted adviser.

How do you become trusted? The key thing is delivering quality and additionally forming partnerships with the business. When the IT department is doing its strategic planning, it also needs to be involved in the organisation's strategic planning.

The other thing is use your networks that you already have, talk to your CIO peers and watch what your competitors are doing. What are they doing that you can use in your business? That's a key way to get exploratory concepts without having to outlay the money that you need to.

Also, make sure that your budget is tied to your revenue -- it incentivises your department to become more exploratory.

And the other key thing is to buffer your team; that means your support department is not the same as your project team so if an incident comes up and your service goes down, it means your project work doesn't stop. The CIOs that have been effective have kept the two departments [support and projects] separate.

 

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