“Where’s there’s mystery, there’s magic” as the saying goes.

IT has held a position of sway in many organizations since mainstream business began integrating technology with their lines of business. In today’s economy, it is unthinkable to detach technology from your business. I think most would agree, while the headcount can be hotly debated, there is a lot of job security for the technologist’s position within a company.

However, IT has been known to be a little myopic in their approach in support of the overall business and its needs. In other words, IT has a bad rap for being tactical in offering solutions, often retreats to methods of control rather than seeking understanding, and would rather play with toys that dig into sticky cultural issues.

The Throne:

Many small-to-medium businesses (SMB’s) across the U.S. have created the position of IT Supervisor or IT Manager. This designation often times indicates a position that is integral in “supervising” or “managing” the various technology systems and programs in place within the business, in support of day-to-day operations. This position is often thought of as a tactical support position, executing strategies set by the “business-side” of the business.

Well, what about businesses who have CIO’s?  This is supposedly a position of influence, directly able to impact top line growth, bottom line savings, or both. Studies indicate that more CIO’s are now reporting down the “food-chain” to COO’s and CFO’s.

Last year, 45% of those responding to a survey by the Society of Information Management said the CIO in their organization reported to their CEO. This year, that number is 31%.

Position or Philosophy:

Why would the position of the key technology player in a business even matter? There are 2 key reasons:

1. The position can indicate a company’s perspective on how technology impacts the business.
2. Reporting directly to the CEO offers some level of political clout, and allows more autonomy in setting holistic and strategic agendas for the business.

However, position alone is not truly important. Technologists within a company can be successful in many different reporting structures. The key to understanding whether IT is valued within an organization is understanding that IT must value the organization, and bring value to the organization.

Too often, IT spends its time toddling around with the proverbial blinders on, does not seek to understand the business, and keeps the culture at arms length - to be dealt with, not embraced.

This study indicates that CIO’s know they need to change:

[CIO's listed their] top three concerns—staffing, business/IT alignment, and building up business skills—are all human resource and skills related and that those issues were cited by more than 40% of respondents.

Gatekeeper or Bridge:

In a previous article, Is IT a Gatekeeper or Bridge, I detailed 4 skills every technology leader should embrace:

1. Align yourself with business units
2. Listen and don’t be defensive
3. Innovate
4. Offer customers choices not obstacles

Here are 10 questions to ask yourself:

1. Do you know what your business is in the business of?
2. Do you find ways to help increase sales?
3. Do you find ways to help spend less? - and I’m not talking about ordering 4GB of RAM instead of 8GB with your new laptop.
4. Do you welcome people into your office or quickly pick up the phone and pretend to be in a deep discussion?
5. Do you understand the goals and challenges of each of your business’s leaders?
6. Are you looking to help your business leaders achieve their goals and overcome their obstacles?
7. Would you rather be at your desk deciding whether DameWare or VNC works better, or out talking with your customers to see what you can improve in their work lives?
8. When your customers see you coming, do they smile and waive, or do they look down and sigh?
9. Do you wear shirts with slogans like, “I read your emails” or “I H8 U”?
10. Do you point fingers or pull the thumb? In other words, so always look to blame someone else, or seek to carry the burden on your shoulders and solve the problem at hand?

Consultant to the Culture:

My point here is not to disparage the technology advocates and enthusiasts within the organization, nor to undermine their vital role in supporting the day-to-day operations. No, this diatribe is pointed squarely at those claiming to be in leadership positions who slough off their responsibilities of stewardship.

IT Supervisors, IT Managers, and CIO’s, once they understand the business, must understand they should be a chief consultant to the business - seeking to blend technologies and cultures; they are both the cheerleader and critic, painting a portrait of how things could be sprinkled with some seasoning of reality.

Wake up! IT has to get out of the business of being in IT, and into the business of running the business.

Ken Stewart’s blog, ChangeForge.com, focuses on the collision between the constantly changing worlds of business and technology. Ken is also the Director of Technology at Kearns Business Solutions.

Tags: CEO, CFO, CIO, IT, Skills, Strategy