Why Grow?

Geopolitics meets technology explosion. This gives CIOs and their leadership teams clear responsibility and purpose to recalibrate their roles and delivery to their organisations.  Those of us in IT have always been change agents, delivering transformation across the organisation such as ERP implementations. We have come to another paradigm shift, probably as important as the internet itself with the possibilities of AI to change most of what we do.  

Are we ready? What’s our role?  

On this question, research from Harvard indicates that there are four roles that we can play in our organisation. The are: 

• Strategic partner 

• Trusted advisor 

• Consultant 

• Service provider 

If, as Head of IT (CIO/CTO) it is any less than strategic partner or trusted advisor, then our organisation is losing out against their better-informed competitors, and we are losing out in our career. In these roles, we should not limit ourselves to technology discussions but become much more business focused.  

Most organisations want us to be in one of those top two positions, so we need to consider our way to get there if we are not there already.  

In our GROW program we discuss and share the Role of the CIO in all its aspects. This discusses the responsibilities and the power of the role, and how we can start to exercise that power.  

As Head of IT, we are judged by two key functions – can we keep the lights on, and can we deliver a project. Consistency in these two areas solidifies our reputation and the organisation’s view of our departments.  

That requires us to: 

• Define the technology strategy that will deliver the business objectives. Leading CIOs often see the future ahead of their business colleagues and define a strategy that is agile and allows for changes of direction and objectives.  

• Organise the IT/Technology services, efficiently and responsive to their needs, even when those needs have not been discussed. New technologies, external services and a growing knowledge about technology across the organisation offer the chance for greater integration.  

• Address specifically the possibilities delivered by AI in all its forms, and the importance of the data to make fact-based decisions and to consider insightful predictions. 

At the end of this course, we expect the delegates to have rounded out their experience for the CIO/CTO role, and to be able to plan the next steps towards the role.  

Why GROW? 

As an Advisory Practice to the C Suite and their leadership team CXO Connect developed this course based on more than 35 years advising CIOs in UK, Hong Kong and ASEAN. Our purpose is to professionalise the CIO / CTO role, by providing a thought-through basis to a very varied role across the world. There is no ‘test’ that can be devised that would cover the complications of this role that operates in the world of exponential technology change.  

GROW recognises the difference between being head of infrastructure or any other department and being the CIO. 

It’s a Global Course, open to IT Leaders who have ambitions to be CIO/CTO or a new CIO hoping to round out their experience and be successful in their new role. As a live course, both the module session and the follow-on tutorial allow a deeper discussion between the leader and the delegates. Delegates from different countries have a chance to share with each other and learn from each other. In this integrated world, that is so important.  

The leaders themselves are subject matter experts and share their practical and up to date experience as well as their well thought out approaches to the role.  

There is preparation required of delegates prior to each module, and post module reading or considerations prior to the tutorial. This allows delegates to consider what they have learned, and to further question the leader and the other delegates on their experience and recommendations. After each module the delegate is encouraged to update their own CIO Playbook.  

As CXO Connect, in GROW, with masterclasses, workshops, whiteboard discussions, tailored advisory services or the Global CIO Leadership Certification course, we measure success by outcomes. Has behaviour changed? Have the new processes been implemented? 

Please contact Emma Burrows for more information.