Steve Romero has a few problems with the idea of the “new” CIO. Namely, his argument stems from the idea that all CIOs are going to fall behind ““ point in fact, Romero states, only CIOs who haven't been changing all along are at risk. His belief is that the CIO role is in a perpetual state of change, and has always been. His argument extends to the reasons provided by many other articles that the need for CIOs to change stems from new developments:
I agree that CIOs who are disconnected from the business and who don't wield information technology to drive business innovation should change, but I don't agree that the change is simply being driven by the consumerization of IT, mobile data, and cloud computing. CIOs (and all of IT for that matter) should be in a constant state of change. The forces du jour are merely amplifying the inadequacy of many CIOs who have failed to continually and successfully evolve into the role that is right for their enterprise. Yes, the current set of influences are admittedly extraordinary, but there is nothing in the mix beyond the facility of sound enterprise driven governance of IT coupled with effective process management in a culture founded on values driven behaviors.
Romero uses an excerpt from his book (Eliminating “Us and Them” ““ Making IT and Business One) to help reinforce his point, explaining that the CIO inhabits a few different archetypes: the business leader, the innovation agent, the operational expert, and the turnaround artist. These archetypes help create the “right” CIO, in Romero's words, for any situation.