1、INDEPENDEN T P U B L I C AT I O N BYRACONTEUR.NET06/03/2022#0788The modern CIO is continually engaging in partnerships,both internal and external,and developing collaborative solutions that reduce operational friction and align with their organisations immediate needs and future direction.”Danny Ree

2、ves is another former CIO who has moved up to the top job.Having worked as CIO and director of client services at construction giant Balfour Beatty,heis now CEO of data management company Exonar.He argues that CIOs should be gaining all the skills they require to become CEO in the course of their wo

3、rk.While Reeves believes that“being a good CIO does not necessarily make you a good CEO,you do experience the complexities ofpeople,operations,marketing and sales(usually to internal stakeholders)and budgets,all of which lead well to the CEOs role.For my money,the most important skills are managing

4、people and developing inclusive and positive cultures.Thats the same whether youre navigating the twists and turns of startup life or dealing with corporate complexity.”Caroline Sands is a partner at executive search company Odgers Berndtson,where she heads the CIO and technology officers practice.D

5、rawing on her experience of working with firms to appoint former IT chiefs to CEO positions,she says that the pandemicinduced uptick in digital transformations has“led to a new appreciation for the skills that CIOs can apply holistically to organisations”.Sands observes that the strong appetite amon

6、g corporate boards for digital transformation has“necessitated the appointment of leaders with a deep understanding Silicon ceiling:why the ultimate career step is the hardestCIOs are wielding more strategic influence than ever,yet relatively few goon to lead their firms.Whats hindering them from be