Ann:

I agree with your comment that CIOs  are  better positioned to lead improvement initiatives, it makes more sense for IT to assume that role, thanks to its high-level organizational view, technology expertise and familiarity with process modeling and analysis.

If the CIO has the combination of Information technology and business skills, he or she should be able to lead process improvements projects better than a CEO would do, but office politics makes it more difficult to do it. This is not a job to be done by the CIO alone if he or she is not part of the normal decision-making process,  a process improvement leadership team is necessary, but  as you said IT practitioners (CIOs) have the expertise in modeling and optimizing IT related processes, there is a small leap from here to improve other business processes.

One advantage is that a CIO should be able to visualize the interaction of the different areas among them and with IT, then, from here, the CIO could automate redundant decisions, and continue with process improvements. I believe that with todays business environment is almost impossible for a CIO to be devoted to information technology only.

Thanks

JV

I disagree with Cusumano and agree with Donna's comment - it is possible that people can grow into this process-oriented role. I wouldn't even call it a dual role.  I also disagree with Cusumano that CIOs can't be this person.  In fact, I know numerous CIOs with a business-first style, just as I have been told my own style of CIO leadership is an ideal blend of process-centric, customer-focused business solutions, and technology supporting business experience.

I don't know where Mr.Cusumano is getting his data, but he needs to spend time with a broader circle of CIOs before he says NONE of us can do a job.

Mark Cummuta

The fact that everyone so far has used the term 'process improvement' instead of the more outcome-focused term 'performance improvement' speaks volumes.

While I agree that many CIOs can, and should, have much to contribute to the process of improving performance (in a variety of dimensions), even the most business-oriented CIO cannot achieve and sustain performance improvement on their own. It necessitates team work. Which is why we talk about establishing a 'leading coalition' of senior managers (in which the CIO must be a key player) headed by the CEO, all of whom agree to commit and play their part.

I'm afraid it still seems to be the case that many if not most improvement initiatives fail, and they fail largely because of lack of commitment from the senior-most management team.

Performance improvement is not something you do separately from normal day-to-day 'business as usual'. It has to become an embedded part of the culture, engaging everyone from the CEO to the shop floor in making many small changes, all designed to progress the organisation in their agreed 'True North direction' toward the desired outcome, as envisioned and communicated by the leading coalition.

A key problem for most CIOs is that: (1) they do not have a position on the company board; and/or (2) their colleagues in the CEO's management team see them as 'technies' and do not treat them as if they have other serious business skills. Worse, many CIOs reinforce this image by too great a focus on 'tin boxes and wires'.

Having said all the above, I believe that the CIO can be the person in pole position to create the climate for change, and play a key role in helping the CEO establish the 'burning platform' that will encourage other management team members to become part of the coalition leading performance improvement. But it ain't easy.

P. Grant Rule

Managing Director, Software Measurement Services Ltd. www.measuresw.com