At two-thirds of companies today, a senior IT leader is working on the next draft of the IT strategy, or perhaps revising a workforce plan in preparation for a transformation. After that, he or she might chase down some red flags on the monthly IT scorecard or meet with a finance leader to discuss a budget update. And before leaving for the day, this leader might draft a monthly IT team newsletter or put the finishing touches on a deck for an upcoming all-hands meeting.Who is this person, the CIO?No, it’s the IT chief of staff.The CIO role is changing fast as they get involved in product technology, help to shape digital strategy and build digital acumen across the company. The only way CIOs can find time to do these things is to delegate many of the IT management and governance tasks that have traditionally filled much of their calendars.To read this article in full or to leave a comment, please click here
CIOs looking to hire good talent risk being caught in a pincer as fast rising demand runs up against falling supply. Ever more companies and functions need staff with strong tech skills, while the number of STEM graduates in developed countries is in decline. Yet perhaps the most difficult part of the challenge is competition with startups. Startups offer much of what IT employees prioritize when considering an employer – compensation, future career opportunities and ongoing development, according to data from CEB, now part of Gartner (Disclosure: I am employed by CEB, now Gartner).In addition to a competitive salary, many startups attract top talent by offering the opportunity to own a stake in the company. They give employees the opportunity to move ideas quickly from conception to commercialization and to move careers forward at a similar pace, instead of waiting several years. While most big companies talk a good game about innovation and creativity, in reality caution usually comes first. In contrast, creative and independent work is the lifeblood of many startups.To read this article in full or to leave a comment, please click here
With demand for technology talent increasing and IT facing competition for the best people from vendors, startups, and even other functions within their own companies, a tight labor market is quickly moving up the list of CIO challenges. They know that the best strategies for digital transformation will amount to nothing if they don’t have the right talent to implement them.But before IT leaders change their talent strategies, they need to understand what IT employees want and expect from their job. Recent findings from CEB’s Global Talent Monitor reveal three facts about IT staff and the way they think about compensation, job opportunities and personal development (Disclosure: I am employed by CEB).To read this article in full or to leave a comment, please click here
Andrew Horne