CEOs are from Mars, CIOs are from Pluto

Chief executives and CIOs simply don't understand each other. And the

differences between them are often the unsuspected causes behind IT project

failures, says a CSC report.






According to a report from Computer Sciences Corporation entitled CEOs are
from Mars, CIOs are from Pluto,
open dialog between the CIO and CEO is

critical to effective and successful IT projects.






"From our research into the connections between information systems
departments and the rest of the business, we find that the personal relationship

between the CIO and CEO is always important, usually broken — and generally

hard to fix," said Francis Hayden, researcher with CSC's Research

Services organization.






The problems begin with assumptions and are perpetuated by a lack of informal
and candid communication. "For example, the CIO who wants a leadership role

may end up in open conflict with a CEO who doesn't want a rival," said

Hayden. "On the other hand if a CIO is expected to lead and doesn't step

up, he or she will be seen as a failure."






Conflicting priorities compound the issue. Most CEOs are interested in
technology only to the extent that they see its value to the organization. CIOs,

on the other hand, often focus exclusively on technology and service delivery.

If the CIO does not bridge the gap by continually thinking and talking about

technology from a business perspective, the CEO will view the relationship as

episodic. This results in CIOs' chief complaint: inability to get on the

executive agenda.






These issues and a variety of other factors create frustration on both sides
that often results in dramatic change. "Almost half of all CIOs will be

fired from their present position — largely for failing to establish good

working relationships with the CEO and the rest of the board," said Hayden.






"The reason given is usually poor performance — which means that the CIO
does not live up to expectations, whether they are made clear or not. A large

portion of those remaining will resign in desperation either because they cannot

work out what the expectations are or because they cannot change them."






How does today's CIO weave through this maze of potential landmines?







The answer begins with an expanded sense of the CIO's responsibilities.
Minimally, these include engaging in frequent, active dialog with the CEO and

executive staff, keeping technology high on the agenda, and maintaining and

exceeding service expectations.






As per the research into the connections between IS and the rest of the
business, it was found out that the personal relationship between the Chief

Information Officer (CIO) and the Chief Executive Officer( CEO) is always

important, usually broken and generally hard to fix.






A way to avoid this problem is to see the relationship between a CIO and a CEO
as a project with a beginning, middle and an end. How does this advice play out

in practice?






First, ensure that the CIO- CEO project begins with an explicit contract and
challenging objectives. Agreed strategic objectives change the nature of the

relationship with the CEO, but until the strategic role is well established it

is risky to let go of routine service provision. Thus, the CIO who begins by

losing all operational responsibility may end up losing all credibility.






Launching a project is one thing but it has to be managed well or the focus is
lost. The challenge in the middle of the project is to fight dialogue 'entropy'.

Managing dialogue and relationships requires political nous and the CIO who

wants to be a player needs to understand the rules. All projects come to an end

and the CIO who wants to move on must maintain a high profile inside and outside

the business. The task at the end of the project is to reap the rewards for

selfless devotion to marketing.

According to the report, that's just a starting point. Relationships,

whether business or personal, are complicated. The 44-page report offers three

case studies that address these intricacies. Other topics addressed in the

report include.

• the four most important things CIOs should do;
• commonly held myths that hinder CIOs;
• why CIOs should treat their relationship with the CEO as a project with a
  
  beginning, middle and end;
• and, which of the two "unwritten agreements" top CIOs should
  
  want with their CEOs.

Source: www.csc.com