10 things the CFO wants from the CIO
Our respective spheres of influence have changed in business since I first started working, with focus oscillating between IT and finance depending on latest technology, market trends, the economy and growth agendas.
Over the last few years organisations have moved the reporting line of the CIO to the CFO.
Whilst much has been written on the pros and cons of this reporting structure from a business perspective, there is little guidance for CIOs and CFOs on how to work together effectively.
The key is to understand each other in real terms and not just expect to find the standard stereotypes.
It’s easy to see the CIOs being the bits and bytes geek with little business knowledge and the CFOs the bean counters, buried in their office with Excel and looking for ways to say no to all investment and innovation.
These stereotypes hold a real danger for businesses today. The disheartened CIO who continues to perceive a natural disconnect with their CFO boss may feel limited in the scope of their ambition and end up simply perpetuating the myth of IT as nothing more than a necessary evil.
Equally, the CFO who pigeon-holes the CIO as someone who lacks understanding of the business, risks blinding themselves to the massive potential of IT as a key strategic differentiator for their organisation.
However, in order for perceptions, but also actual behaviours to change, not just between the CIO and the CFO and but also across the wider CxO suite, both sides need to address a number of key points.
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