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What CFOs want from CIOs

| 28th November 2016 | 2 Comments

Bob Bailkoski, Logicalis CFO, looks at what CFOs want from CIOs and how they can deliver.

Digital technologies, such as big data, analytics, mobile and cloud, are now more closely connected to the financial health of organisations than ever before. It is vital, therefore, that IT and finance leaders get along. However, in many organisations a productive partnership between these two roles is not a reality.

Why is that, and how can CIOs bridge the gap?

Bad blood

The two roles are often at odds; the CFO works to reduce risk and avoid overspending, forcing the CIO to squeeze blood out of technology assets. Ernst & Young’s recent global survey of 652 financial executives revealed cost discipline, rather than strategic value is defining the IT investment mind-set. Lack of mutual understanding between CIOs and CFOs is a common problem.

The push-pull between budgets and IT investments will likely always exist, but the relationship is changing. There is now more of an emphasis on collaboration. As Ernst & Young’s research found, over the last three years, 61% of CFOs said they have been collaborating more with CIOs, and 71% said they are more involved in the IT agenda. In organisations where the relationship between IT and finance leaders isn’t so good, CFOs say it’s their insufficient understanding of IT issues that’s to blame.

In what is a good sign, IDG’s 2016 State of the CIO survey showed that IT and business leaders agreed on the top business drivers for technology investments in 2016: Increasing operational efficiency and improving the customer experience. This indicates that CFOs are recognising the strategic importance of IT. In fact, some CFOs say keeping up with technology is the most important and stressful part of their jobs – and they consider it to be more important than regulatory compliance, harnessing/managing big data, and finding and retaining skilled staff.

What CFOs want

Depending on the maturity of IT within an enterprise, the CIO-CFO partnership can involve misaligned expectations. Many misunderstandings arise from their diverse backgrounds and the fact that each may not understand the challenges and complexities their counterpart faces.

Both leaders must develop a dynamic business partnership in order to garner the best business results, and according to CIO Magazine, there are five ways the CIO can make this happen. These include:

  1. Align IT investment with business strategy
    CIOs have the opportunity to turn IT into a strategic asset for the business by ensuring there is a clear line of sight from the technology investments to positive business outcomes. David Axson, Managing Director of Accenture Strategy, Finance and Enterprise Performance, said, “Smart CIOs bring a high level of business acumen to the table and understand that investments in technology must be grounded in a clear explanation of the business value they will deliver”. He added, “Above all, CFOs are looking for CIOs to be accountable for the design, deployment and operation of the technology environment that supports the business.”
  1. Be proactive about forming business partnerships
    CIOs need to collaborate with financial teams to understand what reports and information they need to make decisions, as well as to provide them with the technological know-how they require. PureStorage CFO Tim Riitters told CIO Magazine, “Be proactive. Even if a CIO doesn’t sit at the CEO level staff they still should spend time with leaders across the organisation to understand the company’s strategic imperatives, in order to know how to leverage technology to support these strategies”. The best way to gain an insight into the CFO’s world is to communicate. As Riitters said, “If you aren’t getting the strategic context from your CFO, ask for it.”
  2. Speak the language of the customer
    CIOs need to guide CFOs through priority issues to illustrate how technology can be leveraged to achieve business results, such as enabling strategy, increasing competitiveness, or improving operational efficiency. Doing so effectively means keeping IT jargon out of conversations – something that is standard for most CIOs today.
  3. Be transparent about pricing
    CFOs may lament working with a CIO that does not exercise transparency and strategic decision-making when it comes to the costs associated with IT projects. A CIO who strategically vets investment ideas that don’t make enough business sense, while ensuring there are no overlapping IT projects or duplicated spending, will always be a good partner to the CFO.
  4. Assist with data analytics
    With an increased focus on data and analytics, the CIO is a valuable source of information for CFOs who are navigating this new arena. As Axson said, “From the personal standpoint of the CFO, one of the biggest issues is that their finance teams are relying on inconsistent – or worse, inaccurate – data to develop insights and guide key decisions, or still using spreadsheets as their primary analytical tool. CIOs can, and should, be helping the CFO and his team analyse available data and apply it to their respective areas of the business in a way that creates value.”

In today’s digital economy, the financial wellbeing of the enterprise depends on a solid CIO-CFO partnership. As technology permeates every corner of the business, both leaders’ roles are broadening and becoming more and more intertwined. As the lines blur, finance and IT are only going to have more to do with each other – so they might as well get along.

Bob Bailkoski

About Bob Bailkoski

Bob Bailkoski has been Chief Financial Officer at Logicalis since November 2015.

Bob joined Logicalis from Monitise plc where he was Group Finance Director since 2014. Monitise was one of the leading innovators in the mobile banking sector in the early 2000’s.

Prior to that, Bob worked as Divisional Finance Director at TUI Travel plc (2011 – 2014) and at Wolseley’s Central and Eastern European division (2006 – 2011).

2 Responses to What CFOs want from CIOs

  1. Hi Bob,
    a great article which deals with a [potentially] complex relationship. That said, I would like to make a couple of observations:
    1. Align IT investment with business strategy – get that, but it’s not just the CIO’s responsibility. I’ve seen too many good programs fail because the business didn’t make the change too. To get the best from IT, you need to get the best from the processes and people as well. The challenge there is that it should involve an emotional engagement; something that two seemingly logical roles (CFO/CIO) might not fully anticipate.
    5. Assist with data analytics – my personal hobbyhorse. I have worked with clients that have oodles of data [technical term – somewhere between and Terabyte and a Petabyte I think] – if anything, they have too much data: but what they don’t have is insights or the people who can tell the difference between correlation and causation and fewer still who know what to do with the insight. Once again, you have to pace the change to match the maturity of the organisation. Data or insights delivered without context is often baffling or apparently inconsistent. I am sure we’ve both been witness to interminable debates about a value for a measure rather than what the value signifies.
    Nonetheless, keep the dialogue going – in my experience a properly briefed CFO, who is often also a champion of change, can be a CIO’s best sponsor and it’s a relationship worth cultivating.

    • Bob Bailkoski

      Hi Peter, thanks for your well-articulated response. I particularly liked the last comment and agree that the CFO-CIO relationship can be very powerful if the partnership is executed correctly – open dialogue is often the best way to cement this.

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