The changing role of the CIO

The role and position of the CIO in the corporate structure is rising steadily and inexorably from the tactical/operational level to the strategic/management level. In an article in the B. Strategy Review (Summer 2004) Mark Polansky suggests that the 21st Century CIO will be required to master a complex portfolio of IT investments and he will be expected to enhance the value of information at multiple points along the value chain. It's not about running the computers anymore says Doreen Wright, CIO of Campbell Soup Company. "It's about using IT to enable and innovate". As a result, Jeff Spar, CIO of Readers Digests adds: "The days of the CIO reporting to the CFO are gone at companies who truly value the impact IT can have. The CFO focus is on generating value through cost management and financial processes while the CIO delivers value by leveraging IT against the company's "sweet spots' to generate value. Both should work directly for the CEO to maximize shareholder value and B. impact". I think there are still many companies that need to implement this sensible advise from Spar.

Eliminating the Guesswork in B. Decisions...

Read on a Business Intelligence Portal:
"Today, the biggest threat to businesses is a lack of information or even worse incomplete information. Without all the facts, decisions are made, and risks and opportunities are assessed based on anecdotal, incomplete or outdated information – otherwise known as guesswork".

I would argue that the opposite of this phrase is also true:
"Today, the biggest threat to businesses is too much information or even worse overcomplete information. Without this abundance of detailed facts, loads of useless and contradicting data, and poorly integrated information systems, strategic decision making and risk management could focus on the factors that matter and would be far less complicated and more effective".