CIO: Build a Personal Development Plan to Become Chief Enterprise Integration Officer

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A multitude of pressures both internal and external are forcing a major shift in the role of the CIO: either the CIO becomes a strategic business partner, the Chief Enterprise Integration Officer (CEIO), or is relegated to a supporting role.
The CIO will have significant obstacles to overcome, such as the stereotyping of IT and competition from other tech-savvy business unit heads who could potentially make the CIO obsolete.
The CIO must make a comprehensive personal development plan with appropriate success metrics to become the CEIO.

Our Advice

Critical Insight

As CIO, you must decide now what your position in the organization of the future will be. If you don’t act, the decision will be made for you.
CIOs must re-evaluate who the key stakeholders are in their organization and form the relationships needed to gain the credibility they require to secure their position as a strategic business partner.
The CIO must develop capabilities to fulfill the following demands from the business:
- Drive innovation, be the technology visionary, and support revenue generation.
- Manage IT like a business.
- Ensure information assets are adequately protected.
- Be a business leader.
- Drive business insights through Big Data.

Impact and Result

Understand the drivers and the business demands forcing the need for new capabilities from the CIO.
Assess your current capabilities and stakeholder relationships to be able to address the gaps.
Plan your personal development and track your success to becoming the CEIO.

CIO: Build a Personal Development Plan to Become Chief Enterprise Integration Officer Research & Tools

1. Understand the changes coming to the CIO role

Reinvent the CIO as the CEIO.

2. Rate current capabilities

Determine gaps in capabilities.

3. Rate stakeholder relationships

Discover gaps in stakeholder management.

4. Understand the new CEIO role

Realize what capabilities are needed for the organization.

5. Awaken the CEIO within

Create a stakeholder management strategy, along with a personal development plan and a balanced scorecard.

CIO: Build a Personal Development Plan to Become Chief Enterprise Integration Officer visualization

Your role is at a crossroads. Reinvent yourself now or risk becoming head of technology support.

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Table of Contents

Need Extra Help?
Speak With An Analyst

Get the help you need in this 1-phase advisory process. You'll receive 5 touchpoints with our researchers, all included in your membership.

Call 1: Make the case for the CEIO

Get assistance with capability assessment, determine personal prioritization, and discuss how to leverage results into a personalized action plan.
Call 2: Assess the implications

Discuss an accurate stakeholder evaluation, review your completed template, and assess the implications of your Stakeholder Power Map results.
Call 3: Understand the role of the CEIO

Completion of Info-Tech’s Stakeholder Management Template, reviewing your completed template, and suggesting strategies for developing/managing relationships.
Call 4: Awaken the CEIO within

Discuss your Personal Development Plan, suggest additional insights, and fill in any gaps.
Call 5: Move forward as a CEIO

Review your perspectives, KPIs, and targets, suggest additional insights and fill in any gaps. Check in regularly with an analyst to discuss progress and next steps.

Authors

Paul Ouellette

Marli Ramsey

Amanda Robinson

Contributors

Andy Parkins, CIO, 1-800-GOTJUNK
Grant Nadell, Managing Director, Dyntek Services Inc.
Joel Gray, CIO, OFS Optics
Rob Short, Director of Technology, Sanford School
Frank Neugebauer, CIO, United Educators
Irving Wladawsky-Berger, Strategic Advisor
Chris Potts, Corporate Strategist, Dominic Barrow
Tarry Singh, Managing Partner, O&I Services
Peter Kretzman, Senior Technology Consultant
Pete DeLisi, Owner, Organizational Synergies, and Academic Dean IT Leadership Program, Santa Clara University