- Decision challenges: The service provider does not know what duties to package up in a virtual CIO engagement or isn't sure if they have a team qualified to perform those functions.
- Description challenges: The service provider is not talking to the right stakeholders about a strategic engagement offering. They may also be struggling to articulate the value of this role.
- Definition challenges: The terms of the agreement that define the engagement are vague, leading to scope creep and eroding the value and ability to scale the service.
- Delivery challenges: Every client is special and unique, and virtual CIOs are struggling to approach the service in a consistent way, preventing them from scaling the service to more than just a handful of clients.
- A virtual CIO is still a CIO in form and function. They must, however, perform this function in a way that is repeatable and scalable across a variety of clients. With a tight service definition and a clear execution plan, a virtual CIO can address client uniqueness within the engagement without customizing how the engagement is delivered.
- Virtual CIO is not just a label for a quarterly sales prospecting meeting. The virtual CIO is an acting chief information officer of the client’s organization. While there are changes in how the job is executed on a day-to-day basis, the full scope of what a CIO is responsible for is not reduced just because the resource is not full-time.
- When your pitch is consistent, the delivery of the service can also remain consistent. A service-based offering is successful on its own merit and does not need to rely on the individual heroics of seasoned staff. (You can still hire heroes … they need to eat too.)
- Not all clients are good fit for a fractional service model. Save yourself from a bad long-term relationship by planning an onboarding engagement. This engagement will allow you to demonstrate your value as a strategic partner and set the stage and scope for a future retainer – or you’ll learn that the client isn’t a good fit and avoid a sour exit.
- While the functions of a CIO do not change in a fractional engagement, the approach to fractional delivery must. Your delivery needs to have a defined execution plan that includes metrics of success, deliverables, and a schedule of set engagements throughout. When your virtual CIOs deliver a consistent engagement structure to all their clients, it simplifies their delivery and they can address more clients.
Impact and Result
- Determine your ability to offer a virtual CIO engagement.
- Refine your pitch and target the value to the right stakeholder.
- Tighten up your service agreement terms and properly onboard your new customers into your service offering.
- Use our tools to bring consistency to your delivery and scale out your offering.
After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.
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