What CEO's want from CIO's

CIO.com recently posted an interesting article about the above subject. It was one of the better lists of practical, "why doesn't everyone get this" advice I've seen on the subject.

I posted a reply agreeing with all of the points save one: the reporting relationship does matter. As I said in the post, "If you signed up to report to the CFO, then no whining. That said, where you report foretells the kind of goals and objectives you are likely to have to adopt. Not 100% accurate but certainly a leading indicator. There are certainly CFO's who are very good at focusing not just on the cost side of the equation and who don't see IT as simply a cost to be squeezed. So I start from the position that given a choice, I want to report to either the COO or CEO. The focus will tend to be more balanced with plenty of opportunity to impact top line growth because you are expected to get involved there. There's going to be less resistance. Becoming strategic, having a "seat at the table" is doable regardless of where you report if you add value. It's that simple but it's much more work depending on where you start."

In the end, if you add value as perceived by your peers and the CEO, you'll find yourself participating in the key, strategic decisions of your organization. It's that simple. People and organizations tend not to waste talent. The question is how long will that take? In an organization where IT is viewed as a difference maker, you have a leg up. If it's not viewed that way, the road is longer. For 2008 then, what's your plan?