With perceptions of IT’s value and its status within an organization in constant flux, it can be difficult for IT leaders stay relevant. See how one IT executive navigated these tricky waters wherein technology’s role in business is often contradictory.
Minda Zetlin writes, “In 2007, Michael Spears became CIO of the National Council on Compensation Insurance [NCCI]. It wasn’t the usual promotion. Spears had spent two years as the NCCI’s chief data officer, and he kept that role when he became CIO. In his dual capacity, he oversees both the IT department and the data resources division, though they operate as separate entities. Over the years, he says, the CIO and CDO roles have sometimes been held by different people and sometimes by the same person.
“Spears has taken some ribbing for his CIO role from his colleagues in the data analytics world. ‘I was just at a data conference where people were making fun of me for being in both roles. They said, “You can’t get lumped in with IT—it’s just bits and bytes. You won’t be respected for the knowledge you have about data.” But it doesn’t have to be that way. It depends where the value is coming from, the skill sets of the leaders, and what’s important to the company at that time.’
“In fact, many of the technologists working in the NCCI’s data resources division aspire to a move to IT. ‘That would deepen some of their skills and open wider opportunities at NCCI,’ he explains. ‘IT developers work closely with our business units. For example, the actuarial group does some of its own things. IT people may be embedded in their department. It would be unlikely for a data person to get that kind of opportunity.’
“Welcome to the contradictory world of technology in the modern enterprise. Both the perception of IT’s value and its status within an organization are in constant flux. The question is how to prove that value and maintain that status when IT’s role as purveyor of all technology is nothing but a distant memory.”