The Journey to Certifying CIOs

The journey started more than 2 years ago when we were asked as CXO Connect, how to certify CIOs. We were probably asked because as an organisation, we had been coaching and advising CIOs and their direct reports for more than 25 years.  

1. Thinking about the Challenge 

We considered the challenges.  The role is so diverse, and the responsibilities can be mind-blowing. We did some global research and found that there was really nothing that addressed this. In the past various Computer Societies have done some minimal activities based on resumes and interviews but there were some credibility issues. For example, can you believe the resume? We reviewed the universities and found that there were academically led individual sessions within MBAs but nothing that addressed the real role of the CIO/CTO with all its complexity.  

2. Our Solution 

After some energetic discussions, a group of highly motivated CIOs and very senior people got together to build a course that covers the major functions of a CIO and how he or she will manage their responsibilities from the CIO point of view. Each one wrote a module. They collaborated so that the modules are not written or delivered in silos. They refer backwards and forwards to link up the responsibilities of the CIO. The softer skills are included, because they will be critical to the CIO in building relationships across the organisation and with outside stakeholders and suppliers.  

3. The Design Principles  

Using techniques that are in IT professionals DNA, we set the design principles. 

• This will be a global course delivered live by practitioners.  

• There will be multiple module leaders so that the delegates hear different voices and different opinions and approaches.  

• The delegates will be senior enough, so they also contribute to the discussions. We learn from each other.  

• We will push the role of the CIO/CDO forward to be a strategic partner or trusted advisor to the rest of the organisation.  

• The delegates have to work and learn and demonstrate that they are ready to be certified as a CIO now, or in the near future. Nobody is certified for showing up.  

4. Our Proof of Concept Cohort – What did we learn? 

Our initial cohort was small and managed to complete the course. They covered the material and demonstrated in the final submission that they had learned. The material worked and the collaboration piece hung together well. The delegates were happy with the results. However, we at CXO Connect think there is always room for improvement. We concentrated on the preparation for each module and the post module work. The other area was in the final case study submission. We got there at the end with the cohort and we learned how to put it together better. We thank them for their patience and contribution to those that followed.  

5. What we changed, and the effect? 

We rewrote one of the modules to give it the future focus that we thought it needed. This will be usual for us going forward, because Technology is always changing, the CIOs have new opportunities and new challenges. We will base this on the work we do advising CIOs and change the course as our technology world changes to keep the course fresh. I think we have a lifetime commitment here.  

A Play Book was added to be updated by the delegate after each module. It emphasised the importance of applying what they learn now, rather than waiting to become a CIO.  

For those delegates who are sponsored by their organisations, we added two Executive Sponsor Meetings during the course. That allowed us to show them what their staff had done, share what the modules were about and to hear how they were progressing within their organisation. Engaging the Executive Sponsor really demonstrated to the delegates how important this course was to them and to the company.  

Case study submission time was a big event. We had clarified what we wanted the delegates to present. The case study submission had to be on time, and only those delegates who had done a substantial amount of work during the course were allowed to submit. A panel of three CIOs or ‘Heads of’ were assembled for each delegate. They read the submissions and then interviewed the delegate. Since most of the assessors were not module leaders, that offered the delegates even more opportunities to meet and interact with senior people. The assessors, assessed with recommendations for further development in their careers. We fed this back to the delegate and the Executive Sponsor.  

All through this course, engaged knowledge sharing and feedback has been crucial for the delegates success. There are so many ‘Moments of Importance’ for the delegates and the module leaders. We all believe that we have achieved something amazing…and we have.