With the growth of cloud services models, including Infrastructure as a Service (IaaS), Platform as a Service (PaaS) and Software as a Service (SaaS), businesses are able to move more aggressively than ever in their deployment of mission-critical applications. But with more options available to manage an array of IT assets, companies can also face a greater likelihood of unseen costs, lack of standardization and higher expectations from internal business stakeholders. All pose a new set of risks as cloud-based applications and service delivery models mature and become revenue-driving assets. These challenges, however, also offer a huge opportunity for the “New CIO,” a leader who must now, more than ever, frame IT within a business context.
Today’s CIO increasingly must become a unifying force and change agent, driving company vision and culture to provide the best IT value and agility while ensuring appropriate controls, visibility (both technical and financial), availability and security. This shift in role gives this new breed of CIO an opportunity to influence and garner support from C-suite peers or, in some cases, a board of directors. A 2013 global study conducted by International Data Group (IDG) and EMC confirms that CIOs now recognize and are working to leverage the opportunity to use information to create value and differentiation.
The following provides a framework of potential actions, questions and considerations that can assist you in transitioning your role as CIO and in defining a strategy to drive change and success within your organization. While the exact components of this framework will vary based on your organization’s culture, needs and other variables, it is meant to provide a starting point to help you assess and redefine your role as CIO.