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The Evolution of the CIO

  • The Evolution of the CIO-

    What Isn't Going to Change?

    CIOs will always have to show the value equation, i.e. how investments in technology will contribute to the bottom line. Running IT like a business, with a good handle on cost, will continue to be a priority for CEOs and therefore for CIOs. The ability to hire and retain talent and ensure critical intellectual property is retained within the enterprise will always be important. Deciding how and where work gets done to get the right blend of business intimacy and cost will always be a challenge, as will the ability to pick the right partners and solutions and to quickly "pivot" if adverse outcomes are seen.

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The Evolution of the CIO

  • 1 | 2 | 3 | 4 | 5 | 6 | 7
  • The Evolution of the CIO-6

    What Isn't Going to Change?

    CIOs will always have to show the value equation, i.e. how investments in technology will contribute to the bottom line. Running IT like a business, with a good handle on cost, will continue to be a priority for CEOs and therefore for CIOs. The ability to hire and retain talent and ensure critical intellectual property is retained within the enterprise will always be important. Deciding how and where work gets done to get the right blend of business intimacy and cost will always be a challenge, as will the ability to pick the right partners and solutions and to quickly "pivot" if adverse outcomes are seen.

Modern CIOs are attempting to balance the legacy of yesterday with the demands of digital business in the twenty-first century, so what does that mean for the future of our CIOs? It means we should expect a CIO with an increasingly diverse, non-technical background who partners more with the broader business to deliver innovation and value.

In order for businesses to remain competitive in their ability to innovate, a CIO's ability to play a major role in partner and customer relations is a priority. Outstanding leadership and influencing skills will determine which CIOs are most successful in the future.

In this slideshow, Kevin Griffin, CIO, GE Capital International, takes a look at how CIOs have, and will, evolve in the future.

Kevin Griffin has responsibility for information technology across the consumer and commercial finance businesses that comprise GE Capital International. He is currently based in London, UK. Prior to this role, Kevin held a number of increasingly responsible CIO roles within GE Capital businesses in Europe: Capital EMEA (2008-2013), GE Corporate Financial Services (2004-2008) and GE Equipment Services (2002-2004). Between 1993 and 2001, Kevin held IT leadership roles with GE Plastics across the EMEA, Americas and Asia poles, being appointed CIO of GE Plastics Americas in 1999, before returning to Europe to join GE Capital in 2002.