In higher numbers than the rest of our respondents, sidelined CIOs say they're asked to be innovative but aren't sure how to do that (52 percent versus 37 percent). Innovation may not be easy, but CIOs have an important role to play.
CIOs who feel sidelined control less of the IT budget than average among our sample of 722 IT leaders, and they're much more likely to be watching shadow IT increase. Overall, they spend more time on cost control, security and negotiating with vendors, and less time leading change and driving business innovation.
How can a sidelined CIO break out? There's no question that the CIO role is more challenging than ever, in part because anyone who shops at Best Buy suddenly thinks he can set corporate IT strategy, says Rich Adduci, CIO of Boston Scientific. Instant experts don't bother him, however, because he's willing to listen—to a point. "Let people have a voice, but don't lose your own," he advises.
Mentoring at all levels of the IT organization may help, says Rick Roy, CIO of CUNA Mutual. " We've got to increase the pipeline of tech graduates from school and then get deliberate about rotating technology leaders out of IT for part of their careers," he says. "We're creating leaders of the future."
Sign up for CIO Asia eNewsletters.