Results of The CIO on the CEO – Research Study
1.
How would you characterize your CEO’s support for your work and the IT
function?
|
61%
Very supportive |
34%
Somewhat or periodically supportive |
|
1%
Not supportive |
4%
Other |
2.
How would you characterize your CEO’s understanding of the role of IT?
|
26%
Excellent |
50%
Satisfactory |
|
13%
Barely adequate |
9%
Inadequate |
|
3%
Other |
|
3. How would you characterize your CEO’s expectations of IT?
|
10%
Usually unrealistic |
23%
Sometimes unrealistic |
|
60%
Usually realistic |
7%
Other |
4.
What do you think most influences your CEO’s perspective on IT? (some respondents selected more than one answer)
|
37%
Industry peers |
15%
Professional reading |
|
23%
The CIO |
17%
General social interaction |
|
24%
Other (most common responses
are prior experience and other business unit heads) |
|
5.
How would you characterize your CEO’s attitude toward devoting
resources to IT?
|
68%
Willing to spend the time and money |
19%
Willing only in emergencies or toward specific projects |
|
8%
Naive about how much it takes to do the job right |
5%
Other |
6.
Do you believe your CEO is capable of making an informed and fair
assessment of your performance?
|
71%
Yes |
29%
No |
7.
Are there ways your CEO hinders your performance?
|
52%
Yes |
48%
No |
8.
If your CEO hinders your performance, how?
Eighty-three percent of those who said the CEO hinders their performance took
this opportunity to explain how. While each answer was different, the responses can be grouped
into themes, which are listed below with representative comments.
The
CEO doesn’t understand role IT plays in broader business strategy.
“The CEO must be willing to bring IT and the role of the CIO over into every area of the business. He should support and embrace management principles and disciplines regarding IT investments and opportunities into every functional area within the business.”
The CEO sees technology as a ‘silver bullet.’ Doesn't understand need for business process change that often accompanies a technical solution.”
“There is not enough time spent understanding how to merge tech goals with business goals.”
The CEO does not involve himself in IT issues.
“The CEO hinders my performance by not giving me the benefit of his discreet input on matters or his direct support of my use of IT as a strategic resource.”
“Does not have the time and interest. Still considers IT the step-child.“
“I don’t get enough face-time.”
The CEO doesn’t understand the IT function.
“Lack of technical understanding of IT.”
“He relies too greatly on past affiliations and experiences. Trusts me and relies on me (A+), but resists learning more about technology because the function creates individual ‘frustration.’"
“At times, the CEO does not understand the impact of a cutback in IT, though he's well aware of the impact of a cutback in marketing...which is his discipline. He comes from a bias to that which he is most familiar with.”
The CEO makes unrealistic demands on the CIO.
"Asks for specific dates and times on projects when specs or personnel are unknown. And doesn’t think it is necessary to plan any further ahead than the project.”
“IT is placed in a lose-lose situation due to a lack of project alignment across the organization, i.e., things happen, IT is not informed and placed into a time constrained reactive position.”
“Too unrealistic in expectations. He wanted to put in SAP - 2 modules in one month.”
"The CEO doesn’t allocate sufficient funds to IT.
“IT is a cost to be minimized.”
“The CEO is overly [stingy] with respect to funding/ resources/headcount.”
“Lack of investment in operational improvements or to explore new ideas.”
The CEO doesn’t back up the CIO when dealing with other functional heads.
“At times I need him to take a stand for change with his direct reports. He likes to think they know what he expects without taking the trouble to create the alignment needed.”
“Need more 'selling' support to peers in the business. “
“Raises
doubt in other peer's minds, usually in the lines of business, who we need to
maintain close working relationships with.”