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How to Avoid Becoming the Chief Irrelevant OfficerDavid Fletcher, CTO, State of Utah | 10/16/2013 |
How can a single person succeed simultaneously as an organization's chief infrastructure officer and as its chief innovation officer? Most CIOs can relate to challenges involved in the dual roles they are increasingly being asked to fill.![]() Indeed, innovation was on the minds of many CIOs at the National Association of State Chief Information Officers 2013 Annual Conference. Attendees at the conference, Oct. 13-16 in Philadelphia, represented 49 US states and four territories. During the conference, a group of city CIOs met with their state counterparts to discuss common challenges, particularly the need to be innovative while at the same time attending to core infrastructure needs. Such universal challenges will likely ring true for many CIOs working in the private sector as well. A NASCIO white paper, "State CIO Leadership in Government Innovation and Transformation," published in October 2013, tackled these challenges head on, and compared the experiences of state CIOs with those of their private-sector counterparts. The white paper was developed using five sources of research: a compilation of publicly available information; findings of NASCIO's 2012 State CIO Survey; data from the organization's "State CIO Priorities for 2013" report; interviews with CIOs from select states; and interviews with private-sector CIOs. According to the white paper:
The core issues raised in the white paper were succinctly summed up in the title of a panel discussion during the NASCIO annual conference: "The Challenge of Managing Innovation While Keeping the Trains Running On Time." Panelists included Adel Ebeid, Chief Innovation Officer of the City of Philadelphia; Michael Powell, Chief Innovation Officer of the State of Maryland; John Deklinksi, Governor's Office Director of Innovation; and Bill Oates, CIO, City of Boston. Some CIOs are opting for the "innovation" route, going so far as to change their titles to reflect this role. During the panel discussion, Ebeid talked about why he has officially adopted the title of Chief Innovation Officer, noting that he chose to emphasize that aspect of his job while promoting civic hackathons, mobile government services, and open data. Ebeid suggested during the session that, when CIOs fail to address the innovation agenda, they risk becoming another type of CIO: The Chief Irrelevant Officer. During his conference keynote address, Alan Gregerman, author of the book The Necessity of Strangers, spoke about why we regularly need to reach outside our immediate circle when seeking ways to innovate. The NASCIO white paper provides additional guidance for "how CIOs can evolve their roles and change the lens through which the role is viewed." Among the top tips:
How do you view your role as CIO? Should the CIO become a Chief Innovation Officer? What other ways would you like to see the role of CIO evolve? Tell me about it in the comments section below.
Related posts: The blogs and comments posted on EnterpriseEfficiency.com do not reflect the views of TechWeb, EnterpriseEfficiency.com, or its sponsors. EnterpriseEfficiency.com, TechWeb, and its sponsors do not assume responsibility for any comments, claims, or opinions made by authors and bloggers. They are no substitute for your own research and should not be relied upon for trading or any other purpose. |
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