subject: Survey: IT leaders are less motivated to become more CEO-CIO, CEO-it industry [print this page] Survey: IT leaders are less motivated to become more CEO-CIO, CEO-it industry
Recent research shows that CIOs in Canada generally have considerable leadership, if they are interested, they will sooner or later become the CEO, in charge of running the entire enterprise.
Released last Thursday, according to recent research results show: Canada's chief information officer who generally have considerable leadership, if they are interested, they will sooner or later become the CEO, in charge of running the entire enterprise.
The study, entitled "Opportunities and obstacles: From CIO to CEO", is the chief information officer at the Canadian Association of the "2010 Annual Forum" first published. By the industry associations and Ryerson University, the White Paper issued jointly, brings together many of the theoretical model of leadership, the study is conducted for a number of CIO and CEO-depth interviews and questionnaires based on the generated. The report also discusses the CIO's role in the evolution of, and for those young professionals with considerable reference workplace development proposals.
The core of the report from Canada's 36 chief information officers and nine CEO's leadership survey results. After the researchers in this are discussed in detail with the CEO's IT Department leaders in charge of operating the business potential. The report discusses the need to have as a CEO's skills and capabilities, including environmental factors such as industry background, and their personal work experience and responsibility, how to deal with interpersonal and communication skills.
Ryerson University Ted Rogers School of Management IT Ron Babin, Deputy Director Manager, said: "at the management level, CIO, and there is no difference between the CEO, CIO and CEO who are as smart as they do not lack ability. This is just personal driver problem"
According to these surveys, 59% of the respondents indicated that personality factors lead to the ultimate promotion to chief information officer chief executive officer of the most important factor; and work experience and environmental factors were the proportion of 24% and 14%. The top ten factors include changes in leadership as IT is strong, regardless of their business already is a mature IT enterprise users, or where they led their companies made considerable progress in the IT field.
Canadian Association of Chief Information Officer and Publicity Officer CathyKoop said that even if they do not consider the CIO's IT background and thought, the survey showed they still have a very good run at the right time for IT project and awareness of budgetary control.
"In their attempt to expand to other business before they will fully take into account the capital budget." She added that many of them are courageous risk-takers. "They will not avoid the challenge. In many cases, they will choose those other people did not expect the project."
While Babin said that a number of areas such as Financial Or market Marketing Knowledge does not seem to be the main factor as the company CEO, but most CIOs are actively compensate for their business knowledge.
"All CIO have to return to school and get an MBA." He said.
Koop said that the success of CIO have been in commercial operation in the field, and then back to technology, or act as technical adviser. "Many of them have the technical architecture, enterprise business and entrepreneurship that blend in well."
