What Is A CIO? Their Evolving Job Description [White Paper]

THE EVOLVING ROLE OF THE
CIO IN TODAY’S BUSINESSES

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WELCOME TO
CIO 2.0
At one time, the CIO supervised an IT
department that ran a company’s servers,
ordered computer equipment and
reset employees’ forgotten passwords.
Now, as technology becomes integral
to every department from marketing
to manufacturing, CIOs are becoming
key participants in nearly every
business decision.

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Today’s CIOs face a distinct set of challenges
that are in many respects on par with
those of their fellow C-level executives.
First, CIOs must run the business of IT.
They need to simultaneously manage
the technology backbone of the business
and also plan for future growth while
constantly adjusting to warp speed changes
in technology. They also must spearhead
the direction and implementation of IT
throughout their organization, acting, in
essence, as change management leaders.
The Ofﬁce of Management and Budget
(OMB) released a memo in August 2011
designed to change the role of CIOs away
from “just policymaking and infrastructure
maintenance” to that of true portfolio
management. The goal is to enable
CIOs to “focus on delivering IT solutions
that support the mission and business
effectiveness of their agencies.”
EVEN THE FEDERAL GOVERNMENT
RECOGNIZES THE EVOLVING ROLE
OF THE CIO

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IT LEADERS ARE AT
A CROSSROADS
CIOs must move beyond a
merely enigmatic idea of business
and IT alignment. They must
stop playing a supporting role.
To flourish in the coming years with a constantly
fluctuating digital world, CIOs must move beyond
a merely enigmatic idea of business and IT align-
ment. They must stop playing a supporting role.
Now is the moment to step up, walk alongside
their business peers and work together to better
serve employees, customers, bring new products
to market and, ultimately, grow the top line.
Such an elevated CIO position is a mix of two
radically different roles. One covers operational
requirements: ensuring that systems, applications
and data centers are humming, managing security
and disaster recovery, and ensuring nanosecond
responses to queries. The other role is that of a
change agent who uncovers methods for empow-
ering strategic opportunities within the company.
The CIO 2.0 must evaluate a complex technical
issue with potentially severe financial impact,
and also be prepared to intelligently discuss the
company’s strategic direction. This hybrid skill set
is a prerequisite for successful CIOs today.
SO HOW ARE CEOS HANDLING THIS?
Increasingly, they are bringing onboard IT execu-
tives with strong business focus — strategic IT
thinkers who can look broadly at how information
flows across a company and how that information
can best be applied to various processes. In fact,
today’s CIO could ultimately transform the way
business is done.
The more advanced and innovative businesses
today already give CIOs a seat at the table and
consider them partners in driving the business
forward. For their part, CIOs realize that their true
business partners are those beyond the walls
of the IT department and are substantially more
aware of what new technology can do.
The real challenge for CIOs? Educating the execu-
tive committee about how a CIO can be a true
change agent for the business. It takes business
savvy, persistence, tenacity — and yes, passion.

A savvy and empowered technology workforce is arriving. End user
expectations are much, much higher. The younger generation that
has grown up with mobile technologies and social networks is now
moving into the mainstream of employment. This new workforce
is more mobile, and uses multiple devices — both corporate-owned
and personal. This generation is demanding greater direct control
over the way they manipulate data and the way they use software.
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Take Facebook, for instance, a web-based applica-
tion that is extensively and easily customizable
by the end user. It is a vastly different, much
more flexible and a substantially more personal-
ized model of IT than what companies have sup-
plied in past decades. Essentially, the future of IT
is in the hands of the end user, who will decide
how they layout information, see information and
how they may use a different application portfo-
lio on a day-to-day basis. It’s a self-service world.
As users increasingly become tech savvy and
brand loyal in their personal lives, corporate IT
departments will no longer be able to dictate
that every employee use a prescribed model of
computer. The goal will be to enable the business
across many different platforms, all of which are
changing at an extremely rapid pace and each
with its own security implications.
For CIOs then, the ever growing challenge is
to accommodate the unique needs of each
worker — giving up control — without sacrificing
the integrity of the IT infrastructure overall. For
instance, with the proliferation of mobile devices
and flexible work arrangements, CIOs must have
a mobile strategy in place both for the company’s
product and service offerings as well as its internal
workforce. And while making information more
accessible, they must also consider the security
implications and ensure that policies are in place
and enforced to protect valuable internal data.
THE NEW WORKFORCE: AN INSATIABLE
DESIRE FOR NEW TECHNOLOGIES

Three technology leaders share their insights
on how the role of CIO and CTO is changing
and where it’s going. They also offer advice on
how to best prepare for the many challenges
that lie ahead.
IN THEIR OWN WORDS
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6

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WHAT ARE THE KEY CHALLENGES FACING
CIOs/CTOs, HOW DO THESE CHALLENGES
DIFFER FROM FIVE YEARS AGO AND
HOW WILL THEY DIFFER GOING FORWARD?
The role of the CTO or CIO today is very different
than it was five years ago. In fact, I think the
position should be called Chief Business Solutions
Officer. Now we have a seat at the table. Five
years ago that was aspirational. In my opinion,
a CIO is one of the few people in a company who
understands the entire life cycle and workflow
of the business. We are doing more than making
sure that the pipes and plumbing work. We are
involved with business process reengineering,
including change management. Ten years ago,
someone would ask the CIO for X, Y and Z, and
the CIO would have it built. Now the CIO is iden-
tifying where the gaps are and driving change to
close them. CIOs are trying to be more visionary
so they can determine what to build two, five and
seven years out. Even more importantly, you find
that the really successful CIOs are figuring out
how to generate revenue.
In addition, we don’t have to do everything
ourselves anymore because the cloud is a huge
enabler, just like no one would think of building
their own telephone network exchange any more.
As a result, vendor management skills will become
increasingly valuable.
WHAT ARE SOME OF THE IMPORTANT
BUSINESS LESSONS THAT YOU’VE LEARNED
DURING YOUR CAREER?
First, listen to that little voice in your head, even
when you don’t want to. Another lesson is going
back to values and focusing on what you can control
and what the business needs are. I also believe it’s
vital to understand the culture of the environment
in which you work. If you and the culture are not
in sync, you should get out of Dodge.
The recession also generated an opportunity.
Whether we’re hitting the bottom of the market
and going up or hitting the height of the market
and going down, there is a flex point. The question
becomes what do you want to do with those
flex points and where do you want to take
things? A flex point forces you to start thinking
and questioning, as opposed to just doing.
WHAT ARE YOUR CURRENT
BUSINESS PRIORITIES?
The majority of 2011 was focused on stabiliza-
tion and enhancing the core components of our
infrastructure. 2012 will be about efficiency and
standardization. For instance, one of my mantras
is to get rid of spreadsheets for any recurring
processes. They only should be used as a presen-
tation layer, yet everyone continues to use them.
How many people in the organization are blindly
following a process — say copying column A to
column B — simply because one person at one
time happened to do it? If anyone had stopped
to ask why, they may have learned that all
they needed to do was change the query. Using
spreadsheets leads to inefficient processes, and
inevitably, errors. My belief is that everything
should be stored in the enterprise database
to streamline information.
We also have to shift the mindset from one of
“How can it be done faster?” to “What information
is needed and what exactly needs to get done?”
I’m looking at optimizing the business. There are
times when a wheelbarrow works perfectly and
there are times when a Rolls Royce is the only
solution. We just need to figure out which one
is needed and when.
JEAN P. HILL, CTO
FIRST NEW YORK SECURITIES
Jean Hill is CTO of First New York Securities,
a principal trading firm headquartered in New
York City. She joined the company in October
2010. Her career, in her words, “zigzagged
all over the place” yet she always had a plan
to make it to the top.
Ms. Hill started her career in a training program
at Merrill Lynch, climbing the ladder to Director
of IT supporting the capital markets business.
She then transitioned to a trading desk position
at Lehman Brothers. Mid-career, Ms. Hill acquired
her law degree, but remained in IT roles in finan-
cial services at Morgan Stanley, the Federal
Reserve Bank of New York and finally First
New York Securities where she is today.

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JEAN P. HILL, CTO
FIRST NEW YORK SECURITIES
But my main priority it to sit with the CEO,
understand what his business goals are and make
sure that IT aligns with them. There are business
success factors that I get directly from the business
and then there are environmental success factors
that only I, as a technologist, could be driving, such
as data security policy, access to information or
levels of redundancy. When a CIO really understands
the organization, he or she can make those
determinations.
For example, if I’m Bloomingdale’s, I need to
understand that having my stores open is mission
critical to the business. I might need to have
people I can call at a moment’s notice to show up
at the store or manage customer support if there
is a sudden snowstorm. This analogy holds true
in our organization. Knowing the entire business
allows me to forecast needs and plan for them.
WHAT SKILL SETS AND TECHNOLOGIES
DO YOU THINK WILL BE IMPORTANT
IN THE NEXT DECADE?
Let’s step back a bit and first look at the new
workforce. They’ve had a cell phone since they
were ten years old and they’ve been on a com-
puter since first or second grade. They feel
like they can’t think unless there is a device in
their hand. They’re completely tech savvy and
have been doing tech support in their homes
for probably a decade. Most of them understand
basic Java. Their expectation for what can be at
their fingertips and for immediacy will be different
than their baby boomer bosses.
And they’ll ask new questions. Why run your own
server? They use back-up technology like iCloud,
so they understand the concept but don’t under-
stand why anyone would want to manage it
themselves. It’s similar to the way we perceive
phone service today — it’s something we buy,
not something we run and manage internally.
We’ll have to better understand how to market
to this crowd.
The lines between IT and business will become
more blurred, and there will be more people who
understand both IT and business, people who
deeply understand information, both structured
and unstructured. The ability to decipher
data and turn it into useable information will
become paramount.
WHAT DOES THE ROLE OF CTO/CIO
LOOK LIKE IN 2020?
Your infrastructure manager is going to be more
of a vendor manager. Help desk and client support
will be significantly more important because
users will demand one services organization that
is seamless. Services and support will become
highly accountable and a much more important
group within an organization.
In addition, pure application development will
become somewhat commoditized and develop-
ment will be done in factories, whether you call
them captive, outsourced or pure coding.
Finally, you will see the CIO sitting at the C-level
table and owning more than just technology.
WHAT CAREER ADVICE WOULD YOU GIVE
TO THOSE LOOKING TO CLIMB THE
IT CAREER LADDER?
Learn the business you are supporting. That
will set you apart from other IT people if you can
talk about the business as well as others can.
It’s only then that you’ll know what’s important
to focus on and how you can better partner with
the business. You also have to set out to make
sure you’re going to be well rounded.
Going back to my Bloomingdale’s example, you
need to understand what buyers do, how they
do it and what they care about. You need to
understand margins, inventory and cash flow.
Then, if you’re a Bloomingdale’s technologist,
you really have an unseen benefit. Since you
support all those systems, you have access
to the myriad pieces of information, unlike the
buyer who only understands one piece of it.
You then have the opportunity to turn that infor-
mation into enterprise-wide business solutions.
So I repeat — learn the business you’re in.

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People used to view the IT department as the
techie in the group who gets told what to do.
Today the CIO needs to understand the technol-
ogy and bring it back into alignment with how
to run a profitable, growing business.
As a CIO or CTO today, you’re an officer of the
company and you sit at the table. The fundamental
challenge is showing that technology improves
stakeholder value, enables an organization to
strategically position itself to its clients and can
be leveraged to increase revenue, contain costs
and improve execution.
CIOs need to constantly ask themselves how
they are capitalizing on technology for share-
holders and foster a high-performance and creative
culture within the company. You only add value
if you stay relevant. You can never go into cruise
control.
At Call Genie, we need to transform all the
technological advances to help people search
for information, connect with merchants, turn
clicks into real leads for merchants and facilitate
those financial transactions — profitably.
The other challenge I see is how to outperform
our competition. I believe you only can do that
with great people. Ideas don’t go anywhere
unless you do something with them and it takes
great people working in a great culture to make
your ideas happen.
CHET CHAN, COO
CALL GENIE
Chet Chan is COO of Call Genie, a leading global
solutions provider of mobile local search and
mobile digital interactive advertising. He joined
Call Genie as VP of Client Services (Solutions
Delivery, Data Services, IT) in July 2007 based
in Calgary, Alberta, quickly expanding his respon-
sibilities to include Business Development,
Sales, Account management, Product manage-
ment, Software Development, Data Services,
Hosting Services, Solutions Delivery and IT
during his four-year tenure.
A computer science graduate, Mr. Chan’s goal
was to determine if he had what it took to
be qualified for a CIO role. But even as director
of IT, Mr. Chan leveraged his innate business
savvy to forge relationships with the C-suite,
ultimately inspiring him to move beyond a
purely technical career. He left his technical
position at Shell Canada and held various
executive positions in the technology, business
services, construction, health care and utility
industries. His responsibilities ran the gamut,
ranging from corporate strategy, marketing
and planning, project management office,
and business development to sales, account
management, HR and workforce planning.
A strong believer in “passing it on,” he has been
involved with Woods Homes as a volunteer
and Board Member, an organization dedicated
to helping children in need of social services
and support, and is a current volunteer mentor
to MBA students at the Haskayne School of
Business, University of Calgary.

AS A RESULT OF THE RECESSION, ARE YOU
NOW INVOLVED IN PARTS OF YOUR COMPANY’S
BUSINESS THAT YOU WEREN’T BEFORE?
Absolutely. When the recession hit, we decided to
view it as a catalyst for positive change. We used
it to rethink how we can further improve on how
we stay relevant, our business plan execution,
internal operational effectiveness and efficiency,
and how we must restructure ourselves to make
this a reality. In the end, Call Genie came out of
the recession with 100 percent year-over-year
revenue growth and we more than doubled our
list of marquis clients while significantly reducing
our burn. But it required tremendous tenacity,
perseverance, innovation, hard work, adjustment
and contribution from all employees. So that’s
how we went through the recession. We went
in one way but came out much stronger.
My role changed significantly during this pe-
riod. My role first expanded to include product
management and software development. As we
focused on sales revenue and margins, my role
further expanded to General Manager of North
America which includes business development,
sales and account management for Canada and
the US. And as we went through even further
adjustments, my role expanded to COO in March
2011, which includes global sales.
THAT WILL BE APPLICABLE IN THE FUTURE?
First, the only limiting factor is your ability to
dream. Depending on where you work, that might
sound ridiculous. But it’s true at Call Genie. Here,
absolutely nothing is impossible.
Second, the world is constantly changing. Never
let status quo lull you into a sense of comfort.
Your customers’ value propositions to their cus-
tomers also will continually change. You have to
relentlessly assess the value your organization
delivers to your customers.
Finally, when hiring, you have to bring on people
who want what your organization has to offer
because anything can be accomplished if you
have the right people with the right attitude
who want the same thing.
Our major priority is growth. This will be realized
through organic growth, partnerships, and M&A
where one plus one equals four. We want to rapidly
scale and develop more partnerships on the
publication and advertising sides. We want
to accelerate the usage of our services through
the cloud.
IN THE NEXT DECADE?
Being open, available and flexible are key —
one needs to have a positive attitude toward
constant learning and change. Another critical
skill is to be able to communicate and collaborate
with others in a way that can be easily understood,
recognizing that others may have different
backgrounds and/or perspectives.
Another core skill set is to translate learnings
into tangible actions that align with corporate
direction. Talk is cheap. You have to do something
with it. You need to have a clear vision of the
end in mind and do it.
Finally, I believe it’s vital to have curiosity and
passion and to measure if you achieved what you
started out to do and learn from the outcomes
and journey.
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CHET CHAN, COO
CALL GENIE

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The role of the CIO will become
increasingly important in distilling changes
in the technology/marketplace, translating
those changes into opportunities and
then taking a lead role in transforming
those opportunities into actions.
LOOK LIKE IN 2020?
The role of the CIO will become increasingly
important in distilling changes in the technology/
marketplace, translating those changes into
opportunities and then taking a lead role in
transforming those opportunities into actions.
It will get more and more complex. People will
ask CIOs to connect the dots for them so he or
she must be very business focused. The paradigm
shift is moving from just making technology
work, like we did 20 years ago, to what we do
as an equal C-level officer on enhancing
shareholder value.
IT’S INTERESTING THAT YOU HOLD THE COO
TITLE BUT HAVE A TECHNOLOGY BACKGROUND.
WHAT DO YOU RECOMMEND TO IT PROS IF
THEY WANT TO BECOME A COO ONE DAY?
I always asked myself if it would be possible to
be viewed as a business leader versus a technical
leader. But how would I do that? I became a
management consultant and had the opportunity
to work on initiatives related to corporate and
business strategies for a variety of companies
across a variety of industries. This helped me
learn how to connect with people in ways they
could understand. The way I talk to HR is different
than how I talk to the sales group or to IT or to
executives. My business experience taught me
how to re-bundle messages so I could collaborate,
get feedback and get audience buy-in to take
action and attain measurable goals
In summary, if being a COO is your goal, I recom-
mend finding opportunities, even if they are
lateral moves, to get exposure to a variety of
non-technical roles. They will make you uncom-
fortable, and the learning curve will be high.
There will be more failures than successes early
on. I truly believe my broad business portfolio
of experiences, successes and failures helped
position me as a candidate for the COO role.
IT CAREER LADDER?
Where you start can be very different from
where you end up. It can be exciting and reward-
ing depending on your dreams. And you need to
communicate these to others who can help you
pursue that dream. Otherwise, you will never get
there. You need to be willing to invest time and
energy and take risks. Also carefully think about
where you work, who you work with, who you
work for and who you learn from. For example,
which company will allow you to pursue your
dream? Perhaps it will be your own? These, I
believe, are the most important parameters that
will define where you end up. You have to own
and manage your career.

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What is different than five years ago is the rate
of churn with what we call the cutting edge.
What is initially “new” becomes commonplace
at an exceedingly fast pace. For example, it’s
amazing that the number of mobile devices in
the world has exceeded the global population.
We have so many capabilities that we need to
keep up with. With the next generation workforce
being so used to things being at their fingertips,
making content readily available will be an
ongoing challenge.
The intensity of the work pace also has increased.
People are asking for more and more information
at a much faster pace, which affects both the
pace of business in general and decision making.
This definitely is a more intense challenge from
five years ago.
Going forward? Again, the intensity and pace
of business, technology and new innovations will
continue to accelerate. People also will expect
to have the same experience at work as they
do now at home, which is “fast, fast, fast and
everywhere.”
We also need to continually reinforce that
softer skills, like interpersonal work relationships
and communications, will be as important as
technical skills.
THAT WILL BE APPLICABLE IN THE FUTURE?
It’s easy to get too focused on the technology
and widgets and the coolness of it all. You can’t
lose sight of the business problems you’re trying
to solve, of the need to add value to an organiza-
tion and solve business problems in an innovative
manner. You need to have a good understanding
of what the business does, how the business
operates, what the priorities are, and that the
things you’re doing to support the business are
very relevant.
Another lesson I’ve learned is that we have to
help our business peers look very closely at the
amount of change the organization can absorb.
There is a big appetite for wanting “the newest
of the new” so we get the technology in place,
and then find out that the organization is not
ready operationally to absorb it. There’s definitely
a threshold and that has to be a serious consid-
eration as you’re putting together business plans
and annual budgets.
ANDREA YOUNG, CIO
BI INC.
Andrea Young is CIO of BI Incorporated, a
leading location monitoring technology and
supervision company in community corrections.
Ms. Young joined BI as CIO in late 2008.
While she didn’t aspire to the CIO role from
the beginning, she knew she wanted to be
part of something progressive and challenging,
and solve business problems with technology
in a meaningful way.
Ms. Young began her technology career at
McGraw-Hill as telecommunications supervisor,
moving on to Confer Tech (now Polycom, Inc.)
to hold a variety of IT positions. She then
joined Janus Capital Group in 1997 where
she fast tracked to CTO, directing global
information strategies, systems and support.
Today at BI, she also holds the role of Vice
President of Engineering & Development.

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When I walked into BI, we had a very siloed
application architecture, so I knew an immediate
priority was to integrate the application archi-
tecture to reduce duplicate work, the amount of
data compilation for reporting, etc. Currently I am
doing application rationalization so everything
can smoothly integrate.
We also are putting together mobility applica-
tions. Our company requires field work and right
now most of that is paper-based. Our goal is to
eliminate the need for our field staff to have
to come back to the office to complete their
documentation.
We are also focusing on how to make the officers’
job more high value. That means we need to take
the many different data points in our systems
and automate much of the alerting and follow-
up so our officers can spend more time with the
people they’re supervising.
In sum, we are striving to develop a fully inte-
grated, mobile process end-to-end so our officers
can substantially increase their productivity out
in the field.
IN THE NEXT DECADE?
I think we need several things. One is really
strong architects. How could we have known
five years ago that if we built all these siloed
applications, we’d get to a point where nothing
is talking to each other?
We also need people who see the big picture,
understand and anticipate where the business
might be going, what it might need and are able
to build in capabilities for future development.
On the infrastructure side, which is equally as
critical, people need to have the skills to be both
broad and deep in scalability. Things are grow-
ing rapidly. If you can’t scale your organization
through people, which you don’t always want to
do, you will need to scale it with technology to
make it more efficient and lean. The database is
a huge component of that so we will need good
database engineers who are watching every day
to make sure the system can scale as the busi-
ness grows. We also have to protect ourselves
with robust data security. This is vital.
LOOK LIKE IN 2020?
Honestly, I don’t think it will change that much.
So many surveys say the role of CIO is and will
continue to be strategic, operational and focused
on bleeding edge technology. I don’t look at
it that way. I think it’s a dynamic situation that
is defined by market and organizational dynamics
and technology advancements. Every organiza-
tion is different and looks at the head technology
role differently and identifies what they want
out of that position. Some companies put empha-
sis on knowing more about the business part
of technology. Some look at the position as
a “be everything” role. It is very diverse. Not only
do CIOs need to have a solid understanding of
the business they’re in but it’s also a leadership
position. CIOs need to know their team and
the team’s skill sets to understand what their
challenges are.
Over time, CIOs will be asked to do more and more
and more. I have been told so many times that it
is the hardest job in the company because you’re
constantly dealing with the demands of others.
Having a strong prioritization process is key.

Things are growing rapidly. If you can’t
scale your organization through people,
which you don’t always want to do,
you will need to scale it with technology
to make it more efﬁcient and lean.
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ANDREA YOUNG, CIO
BI INC.
IT CAREER LADDER?
I would try to understand more about what
motivates them. There are a lot of different
things one can do in technology. You can be on
the vendor side, on the client side, in business
management or in a very technical role. Then
I would talk to them about what their ladder
looks like. For example, if someone is a developer
and wants to be responsible for a large team of
people, what are those people doing? Are they
developing code? Or interfacing with business
areas?
One of the most challenging parts of being in
IT is partnering with other people and helping
them understand, in business terms, what you
do. If you’re in an organization where everybody
is skeptical about IT yet you’re trying to make
a difference, you can get discouraged. Whether
you’re in a technology or management role, I
would tell newcomers they need to learn strong
negotiation and interpersonal communication
skills so they can interface successfully with
people all across the organization.
WHAT DO YOU LOVE ABOUT COMING
TO YOUR JOB EVERY DAY?
WHAT MAKES IT ALL WORTHWHILE?
I want to keep going. I’m not done yet. I love
being part of a technical team and being able
to solve business problems with technology
in relevant ways. It’s not easy. At any moment
in time, someone can come in and say “drop
everything and shift to this new direction.”
At the same time, being in such a dynamic
situation is part of what I love about coming
to work every day. Whether the technology
or the business or the customer did something
unexpected, I’m continually able to work in an
environment that’s really, really dynamic and
I like that.
I also like building a strong team, helping them
see themselves in that vision, and helping
them understand the value they bring.

TODAY’S CIO HAS A TREMENDOUS
OPPORTUNITY
Only those CIOs who are completely immersed in
the business side of the organization can truly
add technical and strategic value. As each of
these IT heads have emphasized, learning the
business is foremost. In addition, CIOs need to
stay abreast of today’s warp speed changes and
new technologies while also thinking ahead and
serving as a visionary. Not an easy job. But to rub
elbows with their peers at the C-table, CIOs and
CTOs need to visibly demonstrate they can add
value and help drive organizational growth.
SO WHAT DOES THE CIO 2.0 LOOK LIKE?
From a technical standpoint, he or she has to
be well versed in cloud computing technologies
and the concepts which underpin it, e.g.,
virtualization, IT automation and security.
The CIO must also be capable of working around
legacy systems to organize, manage and search
the seemingly insurmountable and unstructured
mountain of information available today to help
the average employee.
Strategically, he or she has to be involved daily
with the business, not hidden in the back office,
be creative and an excellent negotiator. And be
a visionary – able to see beyond today and how
things could be done better in the future.
These CIOs will come from anywhere and
everywhere both within and outside of the
traditional IT career path. People will move into
and out of technology as they climb the ladder.
IT leaders will still have to know technology,
but the CIO 2.0 will fluctuate between IT and
the business, becoming one of the most valuable
players in the company.
To learn more about evolving
your career as a CIO, or a future CIO,
connect with your local Modis
representative today.
15
He or she can take charge in creating
a paradigm shift to dramatically transform
what can be an inadequate perception of the
CIO role. How? By showing the organization
how to best leverage IT to provide significant,
strategic value to the enterprise.

What Is A CIO? Their Evolving Job Description [White Paper]

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