An Investigation into Expectations of the Chief Information Officer's Role and Knowledge, Skills and Experience that Support It: a Dyadic IT-Business Perspective in NZ Local Government

Abstract

The CIO role is changing and becoming more strategic, in fact some CIOs even have a role in formulating their organisations strategic direction based on technology innovations. Yet the research that indicates this new role for CIOs is often reporting the experience in large private sector organisations. Is the experience similar in the public sector, especially what are the role expectations of CIOs in small local authority organisations where resources are tight and IT expenditure is subject to public scrutiny? This research explored the expectation of the CIO role in the NZ local government context through the eyes of the CIOs themselves and their business colleagues. It found that, in this context, there was both an operational and strategic expectation of the CIO. While CIOs have a strategic role it is not in formulating strategy, but rather in advising potential technology solutions once strategies are formulated. The focus of the CIO's advice is "value-for-money" as much as it is "value-add", as councils deliver as set of defined services to a "captured" customer base. Operational aspects of the CIO role can take priority over the strategic aspects especially in smaller councils with limited resource where the CIO may need to assume a "hands on" role. The study used resource based theory (RBT) to identify which knowledge, skills and attributes CIOs required for each role they performed. Technology skills, general management and IT management experience are valued for the operationally focused roles while leadership, and high-level organisational and IT industry knowledge are needed for the more strategic roles. Highly developed interpersonal skills and attributes are essential for both types of role.