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CEO, CFO, CIO, COO y otras siglas de altos cargos + [Infografía]

Cuando hablamos de CEO, CFO, CIO, COO y otras siglas nos referimos a los principales altos cargos de una empresa que forman parte del rango C-Level o C-Suite. Si bien los hispanohablantes tenemos diferentes nombres para estos puestos de trabajo, actualmente se usan las siglas procedentes del inglés. En este artículo definiremos qué significan, qué tipo de cargos son y qué función tienen.

El CEO, o Chief Executive Officer, es la persona encargada de dirigir la organización, su máximo responsable a nivel operativo, en español es el director general o director ejecutivo. Como sabrás es una de las siglas más conocidas en el mundo empresarial y por su importancia le hemos dedicado un artículo exclusivo para que te hagas una idea clara de qué es un CEO y cuáles son sus funciones.

¿Qué funciones tiene un COO?

COO (Chief Operating Officer). Director de Operaciones, supervisa cómo está funcionando el sistema de creación y distribución de los productos de la empresa para asegurarse de que todos los sistemas funcionen bien. Muchas veces trabajar como COO sirve de entrenamiento para la posición de CEO: es un paso natural, puesto que el director de operaciones ya entiende la misión y los objetivos de la empresa y es la mano derecha del director ejecutivo.

CMO (Chief Marketing Officer). Es el responsable de las actividades de Marketing, que incluyen la gestión de ventas, el desarrollo de productos, la publicidad, estudios de mercado y servicio al cliente. Su principal preocupación es mantener una relación estable con los clientes finales y comunicarse con todos los demás departamentos para que se involucren en las actividades de Marketing.

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Resources:

https://www.iebschool.com/blog/ceo-cfo-cio-cto-digital-business/
https://www.cio.com/
https://itforum.com.br/
CIO

CFO (Chief Financial Officer). Director Financiero, se encarga de la planificación económica y financiera de la compañía. Es quien decide la inversión, la financiación y el riesgo con el objetivo de conseguir que aumente el valor de la empresa para sus propietarios (ya sean accionistas o socios). Aporta el conocimiento financiero, contable y en general una mirada analítica al negocio. En muchos casos, el CFO también es el consejero de asuntos estratégicos para el CEO.

CEO, CFO, CIO, COO y otras siglas de altos cargos + [Infografía]

Cuando hablamos de CEO, CFO, CIO, COO y otras siglas nos referimos a los principales altos cargos de una empresa que forman parte del rango C-Level o C-Suite. Si bien los hispanohablantes tenemos diferentes nombres para estos puestos de trabajo, actualmente se usan las siglas procedentes del inglés. En este artículo definiremos qué significan, qué tipo de cargos son y qué función tienen.

El CEO, o Chief Executive Officer, es la persona encargada de dirigir la organización, su máximo responsable a nivel operativo, en español es el director general o director ejecutivo. Como sabrás es una de las siglas más conocidas en el mundo empresarial y por su importancia le hemos dedicado un artículo exclusivo para que te hagas una idea clara de qué es un CEO y cuáles son sus funciones.

Tech Pro Research

In some, the CIO is responsible for setting the broad strategy and managing the relationship with the wider business, explaining how technology can help to streamline the supply chain or optimise business processes, while the CTO looks for innovative or emerging technologies that could potentially assist the organisation to reach its objectives. In some tech businesses the CIOs lead internal business implementations of technology, while CTOs lead the development of technologies that are being developed to be sold externally.

Behind those neat divides, however, lies a huge amount of blurring. CIOs might, for example, identify how an in-house developed application could be sold on to external customers as well as looking at strategic planning. The business might draw on the CIO’s knowledge in the wider sales process. Equally, some CTOs also help run internal IT operations.

There are other job titles that are worth being aware of too, like senior vice president for IT and head of technology which is also often used. Other examples of technology chief titles include chief operating officer (COO), head of ICT, IS director or more specific job titles like VP of digital and IT or director of data and technology. The only way to know for sure about someone’s influence and responsibilities is to find out what they do on a daily basis.

The CIO runs IT and the CIO changes IT. As much as they would like to spend less time in the IT department on day-to-day processes, many CIOs still need to keep an eye on the data centre to ensure systems and services are up and running as well as understanding technology trends.

Tech Pro Research

When something technical goes wrong at the weekend, it is likely to be the CIO who gets the call, even if someone else ultimately has the duty of fixing the problem. While the rest of the business talks about the importance of game-changing digital transformation, most CIOs recognise they will be judged first and foremost on their ability to do the basics right. A grand e-business strategy will fail if the CIO neglects to ensure that cybersecurity or business continuity is taken seriously, for example.

As a C-level executive, the CIO is responsible for setting the IT strategy and ensuring that this works with the broader business strategy. In many digital businesses the IT strategy will be the main element driving the business strategy. This means the CIO needs be able to understand the broader business requirements and which to prioritise through the use of technology. Another big role for the CIO is building and maintaining an effective and motivated team.

When it comes to transformation, too many vendors think CIOs are focused on leading-edge technology. Yet the reality is that while IT leaders keep a watchful eye over hyped technologies, such as AI, VR and IoT, most are still trying to exploit technologies that are only now reaching the tipping point, such as cloud computing and big data analytics. So, while marketing folk talk about the need to disrupt or be disrupted, most CIOs are still concentrating on building the platform to enable digital change.

Consultant Deloitte found 33 percent of CIOs report to the CEO, 22 percent to the CFO, 11 percent to the COO and nine percent to a global CIO, with the rest in a myriad of complex reporting structures. Dotted lines are not uncommon: CIOs will often report into a couple of executives, depending on internal lines of communication and ongoing initiatives.

There is a common, perhaps misguided, belief that IT leaders should always report to the CEO. While reporting to the CEO helps keep the role of technology front and centre, reporting to the CFO can also help ensure IT budgets are clearly defined and understood — and in some organisations, cost control remains the absolute top priority.

It should also be noted that working for a big firm is no guarantee of a direct line to the CEO or other board members. Recruitment firm Harvey Nash and KPMG report that 17 percent of CIOs report directly to the CEO in larger firms, compared with nearly half (45 per cent) of IT leaders at smaller organisations. IT leaders at smaller firms also have more direct access to board members compared with peers at larger organisations.

In comparison to other c-suite positions, the CIO role is a relatively new one. IT professionals were first employed by many firms through the 1970s and 1980s to help their businesses use mainframe computers. As the use of computing evolved, so did technology leadership, with the first CIOs beginning to take up position during the 1980s. During the next decade, the roles of IT director and CIO became more commonplace.

Since the turn of the millennium, the CIO position has been through a tumultuous period of change. Rather than simply buying IT and managing operational concerns, CIOs now have a much more outward-facing role, largely thanks to the rise of the internet. With the use of cloud computing and outsourcing, many technical solutions are no longer sourced directly by the in-house IT team. Instead, CIOs take a strategic view, helping the rest of the business make the most of technology.

As modern CIOs spend a lot of time outside the IT department, they are increasingly reliant on a team of trusted lieutenants to help manage key areas of provision. CIOs will have a team reporting to them across a range of areas that could potentially include items such as IT security, procurement, maintenance, development, integration, maintenance, support, business analysis, and account management.

Some CIOs also take responsibility for closely related areas, particularly facilities management and personnel security. In fact, Gartner predicts CIOs will be as responsible for culture change as chief HR officers by 2021. The size of the internal team and the number of direct reports varies considerably depending on the size of the business and its use of external service provision, either through outsourcing or the cloud.

It is also important to note the traditional hierarchies of the CIO organisation remain in a state of flux. Automation is likely to lead to the replacement of some tasks. The ability of line-of-business employees to source their own services directly from the cloud will also impact the size of the IT department. Rather than commanding vast armies of in-house developers, a CIO may be managing a set of contracts with external service providers instead.

The appointment of a chief digital officer (CDO) became popular five-or-so years ago when the consumerisation of IT and the clamour for all-things-digital led experts to question the longevity of the CIO role. As recently as 2014, researcher IDC predicted 60 percent of blue-chip CIOs would be supplanted by CDOs by the end of decade. Right now, that prediction looks unlikely to come true, with PWC suggesting just 6 percent of organisations have appointed a digital chief.

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Resources:

https://www.iebschool.com/blog/ceo-cfo-cio-cto-digital-business/
https://www.zdnet.com/article/what-is-a-cio-the-chief-information-officer-role-explained/
https://blogs.cio.com/
CIO

CIO’s are all about developing strategies to handle the technology needs of the entire company and developing policies and procedures. IT Directors report directly to CIOs and are mostly responsible for supervising the daily operations of the computer systems and identifying where networks could be improved. They deal with the installation and maintenance of the organization’s hardware and software.

IT Strategy (Information Technology Strategy)

IT Strategy (Information Technology Strategy or Technology Strategy or ICT Strategy or IS Strategy) is an approach to create an information technology capability for maximum, and sustainable value for an organization. IT Strategy is implemented using an IT Strategic Plan which documents specific steps, deliverables, and timeline.

• IT Strategy creates IT Capability.

• The product of an IT Strategy is IT Capability. IT Strategy creates – modifies, aligns, changes IT Capability not just "technologies" or "systems" as some have implied
• However, this IT Capability is a means to an end: value

• The end or objective of an IT Strategy is to create value – shareholder, or stakeholder or business value
• This objective is not met unless we "maximize" value i.e. use the least amount of resources, and risk to create the most returns
• This objective also requires that this value is "sustainable" – short term or "ephemeral" value is not the objective of a strategy. On the contrary, it symbolizes a failure of strategy
• Often, the term competitive advantage is used instead of value. Competitive advantage does create value but it does not encompass all means of business value – new market entry, process efficiencies etc. deliver value without competitive advantage

• IT Strategy uses an iterative process to create and align IT capability with business requirements:
• It is a process not a point in time event

• The former assumes that both capabilities drive each other
• The latter assumes that business drives IT and not vice versa

• Ensures that maximum IT dollars are spent on value creation activities for the business
• Ensures that these dollars create the maximum value

Contents

IT Strategy aligns IT Capability with Business Capability or vice versa. Also known as Business IT Alignment or aligning business with IT (information technology) or business technology alignment this process is often misconstrued as: "align business strategy with IT strategy." Strategy is a component of both business capability and IT capability. However, there are other equally important components such as organization and process. A focus on strategy alone loses the critical impact of the other components on business value. Consequently, we must consider ALL the components of business and IT capability not just strategy. The order of these words causes confusion as well. Business drives IT – so business IT alignment makes sense. However, increasingly, technology drives business and that meaning gets lost with this order of words.

IT Strategy does not have to follow a specified series of steps and often does not. Different situations demand a different starting and ending point and the steps in between. However, a well-defined process and can help you create an effective IT strategic plan. The critical elements of an IT Strategy process are:

Of course, the IT strategic plan won’t be static. Changes in corporate goals and objectives will impact strategic IT implementations. Other factors, such as changes in the economy and new technology could also require adjustments to your strategy. Your plan needs to be fluid to accommodate changing conditions.

What does a CIO do?

A CIO is responsible for ensuring that the IT department functions effectively within the larger context of an organization, especially as it relates to costs and brand strategy. Some of the more mundane responsibilities include:

• Approving the purchase of information technology equipment: CIOs are responsible for monitoring the IT department’s budget and deciding whether and how to procure the necessary equipment.
• Delegating tasks to increase productivity: As a part of their job responsibilities, a CIO is responsible for taking a large project and dividing it into segments for separate departments to work on.
• Managing the IT department and employees: CIOs are expected to manage all employees who work within the IT department. They answer employee questions, monitor overall department progress and ensure that every employee is exhibiting a productive work ethic.
• Overseeing new network and system implementations: They’re responsible for planning and overseeing each step in the implementation process with the help of the IT director and tech department managers. Common projects include deploying new CMS systems and ensuring security compliance.

• Developing business relationships with IT vendors: A CIO maintains a healthy relationship with vendors and suppliers who produce or manufacture IT devices for corporate use. This can be useful in learning about new technologies before their competitors.
• Staying abreast of industry trends and new IT technologies: CIOs keep up with changes in information technology. They often read reports and studies on new technologies that could be of use to the company’s internal processes or communication channels, ensuring the organization remains competitive.
• Strategizing and creating solutions specific to the company’s needs: CIOs might be asked to create tailor-made technology solutions that cater directly to the company and employee productivity. This might include creating a special CMS system or coming up with remote working solutions.
• Working closely with other company executives to determine best practices: They’re responsible for collaborating with their executive counterparts to discuss issues, improvements or information to be disseminated to employees.

What skills are needed for this role?

In order to maintain a productive work environment, a CIO needs a diverse skillset that helps them navigate through continually changing landscapes. Here are a few of the more traditional skills that can be helpful:

• Leadership: Because they are responsible for managing the IT department and its employees, CIOs need a deeper understanding of executive leadership and initiative, which goes far beyond being a manager.
• Communication: Great oral and verbal communication skills are a must. Giving presentations and disseminating information to all levels of the organization regarding policies and projects requires the ability to engage. CIOs also need to be active and effective listeners with the ability to handle different personalities and scenarios.
• Organization: Managing and deploying multiple projects across several teams and departments requires tight organization skills, which complements seamless communication.
• Technical depth: As head of the IT department, CIOs need expert knowledge in technological areas, such as understanding networks and architecture. In some cases, the position may require more technical knowledge, such as object-oriented programing (OOP), advanced coding in multiple languages in order to partake in advanced IT projects.
• Budgeting practices: As mentioned, one of the CIO’s job duties includes overseeing the department budget and making the proper investments. For this reason, those in this role should be skilled in finance and accounting in addition to having a clear understanding of how to spend a budget for maximum benefits.
• Project management and execution: Their leadership role includes overseeing department projects and motivating employees to make meaningful contributions. CIOs should be able to manage a team of professionals with diverse work habits and areas of expertise by putting them into roles where they will be the most effective. While it isn’t required, project management or other methodology credentials would be a plus.
• Risk management: They must be able to identify potential areas that could be susceptible to cybersecurity breaches and practice preventive methods to make sure their company’s data remain secure.
• Relationship building: Business partnerships with other executives on the org chart mean a CIO must be dedicated to creating a beneficial balance between enterprise services and showing a dedication to business function. CIOs need to focus on this type of relationship building.
• Team development: A CIO needs to build a solid team and improve on delivery. Being able to focus the team on business outcomes, not just delivery deadlines, is necessary.
• Thoughtful vendor management: This is more than just about reducing operating costs through contract negotiation and service level agreements (SLAs). A CIO needs to understand when the traditional vendor roadmap needs to be set aside in favor of niche solutions from new vendors.

Benefits of IT Governance

Benefits of Implementing IT Governance (Figure 4.) [16]
The key benefits of implementing an IT governance model include: • Strategic alignment, resulting in increased business partner satisfaction • Enhanced value delivery, driven by improved project prioritization, leading to reduction of IT budget • Improved performance and resource management, lowering the total cost of IT ownership • Better quality of IT output, resulting in a reduction in IT control issues

IT Governance, Risk and Compliance (IT GRC)(Figure 6) [17]
"Adopting a unified IT Governance, Risk and Compliance (IT GRC) approach, and managing the asciated activities coherently will create efficiencies, provide a holistic view of the IT environment and ensure accountability."

IT Governance Maturity Model

IT Governance Maturity Model (Figure 5.)
The figure below illustrates the capability maturity model for the IT governance process. This capability maturity model (CMM) describes a maturity curve on these capability levels: initial/ad hoc, repeatable, defined, managed, and optimized, along with these parameters: strategic alignment, value delivery, risk management, resource management, and performance management.

How does IT Governance create IT Value [18]
IT governance has primarily been driven by the need for the transparency of enterprise risks and the protection of shareholder value. The overall objective of IT governance is to understand the issues and the strategic importance of IT, so that the firm can maintain its operations and implement strategies to enable the company to better compete now and in the future. Hence, IT governance aims at ensuring that expectations for IT are met and that IT risks are mitigated. IT governance exists within corporations to guide IT initiatives and to ensure that the performance of IT meets the following corporate objectives:

A structured IT governance committee or policy along with corporate managers combine to ensure that IT is synchronized with the business and delivers value to the firm. IT governance also aids companies in instituting formal project approval processes and performance management plans. Firms typically make five types of IT decisions:

IT governance exists to assist enterprise leaders in their responsibility to make IT successful in supporting the firm’s goals and mission. IT governance helps firm executives to raise awareness and understanding among employees. Such governance also helps provide guidance and tools to boards of directors, executive managers, and CIOs to ensure that IT is appropriately aligned with corporate goals and policies and that IT meets and exceeds expectations of the firm.

Resources:

https://cio-wiki.org/wiki/IT_Strategy_(Information_Technology_Strategy)
https://www.indeed.com/hire/c/info/role-of-cio
https://cio-wiki.org/wiki/IT_Governance