Comprehensive solution for crafting and managing sophisticated digital experiences
Build engaging websites with intuitive web content management
Leverage a complete UI toolbox for web, mobile and desktop development
Build, protect and deploy apps across any platform and mobile device
Build mobile apps for iOS, Android and Windows Phone
Rapidly develop, manage and deploy business apps, delivered as SaaS in the cloud
Automate UI, load and performance testing for web, desktop and mobile
Host, deploy and scale Node.js, Java and .NET Core apps on premise or in the cloud
Optimize data integration with high-performance connectivity
Automate decision processes with a no-code business rules engine
Transform your businesses in order to survive in a completely digitized and connected world driven by software innovation.
Globally scale websites with innovative content management and infrastructure approaches
Content-focused web and mobile solution for empowering marketers
Faster, tailored mobile experiences for any device and data source
UX and app modernization to powerfully navigate today's digital landscape
Fuel agility with ever-ready applications, built in the cloud
John Soat wrote a summary of one of the panel discussions at the MIT Sloan CIO Symposium. One of the interesting questions raised was whether the CIO should move from being a architect of the company's technology to being an architect of its business processes. The response was "I would not trust the CIO to re-architect the organization." The highlight is mine.
If you have a CIO that is both an expert in running the business and an expert in the technology, I can't agree with this comment. But the reality is that any CIO that has this level of skill is probably already on the CEO track. Why stay in an "IT role" when you could be running a business (especially since there's almost a stigma against CIOs being viewed as business leaders - the CIO's glass ceiling)? So, this is a very rare breed.
Assuming you actually want your business processes automated (a problem that spans IT and business), the question for me, then, is who would you trust?
You can't trust the CIO because they are not an expert in the business - they won't understand the subtle trade-offs in the ways the business processes need to work. You can't trust the business leader because they are not an expert in IT - they won't understand the subtle trade-offs in the way the IT applications and SOA infrastructure need to work.
So who do you trust? You trust the person that listens instead of talks. The person that takes input instead of dictating. The person that recognizes they don't have all the answers, and is comfortable with that. The person who has built a team, top to bottom, that works this way as well.
A lot of the better CIOs exhibit many of these qualities - unfortunately the one thing they almost invariably lack is these same qualities embedded, top to bottom, in the DNA of their IT organization. Until CIOs can address this, I have to agree with the panel: you can't trust the CIO.
On the other hand, can you trust the business owner instead?
View all posts from dan foody on the Progress blog. Connect with us about all things application development and deployment, data integration and digital business.
Copyright © 2016, Progress Software Corporation and/or its subsidiaries or affiliates.
All Rights Reserved.
Progress, Telerik, and certain product names used herein are trademarks or registered trademarks of Progress Software Corporation and/or one of its subsidiaries or affiliates in the U.S. and/or other countries. See Trademarks or appropriate markings.