If there's one message to come out of this year's "State of the CIO" project, it's this: Play to your strengths
We began this year's "State of the CIO" project with this premise: As the CIO role has matured, it's branched into four distinct archetypes rather than (as once was thought) evolving into a one-size-fits-all model. This is important to understand because in the not-too-distant past there was lots of talk (and research) about what an "ideal" CIO should look like, and CEOs seeking IT leaders chased that ideal. But many of those models were superhero caricatures for super-IT-enabled businesses—a nice fantasy but hardly reflective of reality, either then or now.
The result has been too often a mismatch between what a company thinks it wants and what it really needs. CIOs hired into those situations risk failure—not because they're not good, but because their talents and skills either don't match the real needs of that organization at that time or, frustratingly, because they do, and the business's leaders just don't know it.
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