Bringing the CEO Up to Tech Speed

It's not just the proverbial man on the street who's having difficulty keeping up with the galloping pace of technical innovation. Many CEOs - brilliant, well-informed individuals they may be - have only a sketchy understanding of technology. Some have limited technical curiosity, but many more simply have little time to spend keeping up to speed with the latest developments. For CIOs, that's a challenge and an opportunity, even though critical technology-related business decisions are inescapable for every business. It's my belief that among the many attributes CIOs need to possess, they need to be CEO decision-support specialists. A strong CIO who can credibly present the business implications of technology-related decisions can provide invaluable guidance to a CEO. Businesses have often turned to external consultants for guidance on IT strategy. But these experts lack what an effective CIO brings to the table - internal recognition, credibility and corporate knowledge. External consultants do bring an outside view - but CEOs may question the advice of someone promising blue sky results while charging millions in implementation fees. Good CIOs, in contrast, can be a trusted internal voice for the CEO, clarifying the options and implications of technology decisions. Sizing up the CEO's Technical Competence To do this, every CIO should get an early "read" on the CEO's level of technical competence and curiosity. Make it a priority to have an up-front conversation with your CEO around his or her technical abilities and level of interest. Explain that you want to provide the most helpful guidance. You don't want to bore the CEO with details he or she is already familiar with, but you also don't want to fail to educate the CEO on details he or she doesn't - but should - know. Here are some other tips: Use Examples When explaining the implications of technology-related decisions it's helpful to use real-life examples with which the CEO will be familiar. For example, in evaluating an ERP solution, you might reference the fallout from a previous supply chain problem. Explain how the new technology would handle those circumstances better, or at least differently. Don't Oversell Be sure to make clear how the CEO can manage or mitigate any potential downsides. Don't, however, oversell the advantages. The CEO is looking to you for realistic guidance and to protect the company from avoidable risks.

Be clear and concise Avoid using technical buzz words that might be understood only by technical professionals. Also, avoid hackneyed phrases, such as "total quality control." CEOs hear trendy, jargon-laden phrases over and over - and catch phrases can quickly reach their "sell by" date. Stick to proven business terms. Provide technology training If your CEO is curious and willing to dedicate time to learning more about technology, find some external training to recommend. Depending on his/her interest - and time - a webinar, four-hour seminar or one-day workshop designed to accommodate a CEO's busy schedule all can broaden his or her exposure to, and level of comfort with, technology. While it may not be easy to arrange or especially popular with your CEO, the insight the CEO will gain on what the employee and/or customers see day-to-day, will be invaluable. In addition, work with your HR department to set up internal executive training programs. These don't need to be limited to the CEO. The enterprise will benefit if all of the senior executives have an increased understanding of technology. Finally, build up your own credibility at every turn. Your first moves as CIO should be smaller-scale decisions that demonstrate your competence. Smaller successes build confidence and earn the CEO's trust. That sets you up to have the CEO's ear on bigger issues. Over the long term, I recommend that would-be CIOs design career plans to include gaining experience in running a business. There's nothing like a little P&L experience to help you understand the mindset of the top decision makers. That may require what looks like a career detour. One professional of my acquaintance, for example, resigned a CIO position in a large corporation to take charge of a small, burgeoning business in China. After two years running the China subsidiary, the professional returned to the business as a line General Manager. This move was a sacrifice for the individual, but he's now ideally positioned to be uniquely valuable to a CEO. He knows first-hand how to run a profitable business. For some lucky CEO, he's CIO Gold. In next month's column, I'll address how to design a CIO's career path. You can be that valuable commodity as well. Hone your skills in being the CEO's go-to guide on the business implications of technology. Don't be surprised to find that leads you to a career bonanza. Umesh Ramakrishnan is vice chairman of executive search firm Christian & Timbers.