Last week’s post explored the emergence of the chief digital officer (CDO) – the C-suite member responsible for overseeing an organization’s digital strategy. But even as this role finds its first posting within the corporate organization chart, it’s clear that it will be a position that evolves – as all executive functions do. The difference is that the evolution of the CDO’s role could be exceptionally rapid.
Winston Churchill once said: “To improve is to change; to be perfect is to change often.” History has shown us that those who resist change do not survive – and a key trait for any successful business is a willingness to react positively to game-changing trends.
Over the past few years, the IT function has seen the rise of a number of new C-suite titles, from chief digital officers to chief information security officers. But are these roles really a vital addition to the boardroom? Or are they purely C-titled for visibility, rather than authority?
These days, few IT events close without a clarion call for CIOs to think or act more like CFOs. In most businesses, the CFO sits at the right hand of the CEO, so the appeal is clear: borrow from the CFO’s playbook, and you’ll place yourself in a strong position for a future board appointment. But what does “becoming more like a CFO” mean in practice? Become more numbers focused? Take tighter control of the purse strings? Or is it something more?