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The Chief Information Officer (CIO) is an organization's most senior technology executive who reports to a non-technology executive. A CIO usually reports to the CEO but may also report to the CFO, COO, or another executive. The CIO is responsible for creating and implementing a technology strategy, executing it with people and investment, and aligning it with the CEO's and organization's vision and goals. The CIO is a strategic advisor, a thought leader, and a trusted confidante who is ultimately responsible for the entire organization's technology.

All but the very smallest of companies can benefit from the advice and insight of a CIO. The driver for that need can vary considerably, though, between organizations. Those needs can increase and decrease in importance over time and in response to internal initiatives and external pressures.

There is a natural rhythm within the technology function of periods of innovation and increasing capabilities balanced with periods of stability and exploiting prior change. This technology innovation/stability cycle often influences the type of CIO needed and can play a role in the motivation of a CIO to stay, leave, or be attracted to an organization in search of a point within that rhythm that is more attractive to them.

All but the very smallest of organizations can benefit from the advice and insight of a CIO. What varies most is how much of a CIO's time is needed to impact the organization and whether it has adopted a technology leadership model that can scale from a few hours per week to full-time without sacrificing leadership experience.

Chief Technology Officer

The most common title used interchangeably with CIO is the Chief Technology Officer or CTO. With a primary focus on technology, many assume the titles are synonymous. What they do have in common is that CIO and CTO both refer to the most senior technology-specific leader in an organization. The CTO, however, is mainly used for the senior technology role in an organization that derives most of its revenue from creating technology (a technology maker) and selling it to its customers: mostly commonly software companies. Since the CIO is often the senior technology leader in an organization that derives most of its revenue from something other than selling technology, the CIO tends to be primarily a buyer (a technology buyer) of the CTO's products for use within their organizations. Such a definition might not be universally shared but bringing clarity to a topic poorly understood outside of the technology domain is a helpful contribution.

Director of Information Technology

The Director of Information Technology, or the Information Technology Director (IT Director), is another title commonly used to describe an organization's more senior technology-specific leader. The IT Director is substantially similar to the CIO role and usually serves an organization that is primarily a technology buyer rather than a technology maker. The difference is that the IT Director usually leads technology in a smaller organization, typically has less business and leadership experience than a CIO, and reports to someone other than the CEO (often the CFO). The result is that the IT Director has a more operational and tactical focus than a strategic focus. The IT Director typically aspires to the CIO role as they gain more business and leadership experience.

Chief Digital Officer

The Chief Digital Officer, or CDO, is a relatively new title used for technology leadership. Its use is part of a trend that includes additional, similar titles, including:

• Chief Data Officer (also CDO)
• Chief Innovation Officer (another CIO)
• Chief Digital and Technology Officer (CDTO)
• Chief Information Technology Officer (CITO)
• Chief Information and Digital Officer (CIDO) or the
• Chief Technology and Operating Officer (CTOO)

Most fractional and interim CIO providers will be able to get started very quickly, often providing viable candidates within hours to days and beginning within one to two weeks if speed is essential.

• An initial discussion with a leader having extensive experience helping organizations evaluate and select fractional and interim CIOs will uncover specific requirements and prompt deeper dialog about the factors that will produce the best fit among available resources.
• Based on the organization's preferences and the number of resources fitting the request, the provider presents one to three technology leaders with associated biographies and experience. Some situations may prompt a proposal covering the understanding of the situation, the approach to solving the need, and a discussion of the proposed people.
• If a proposed CIO is acceptable, an agreement between the organizations is signed. The new CIO may start as soon as the CIO and client can arrange a mutually agreeable date.

The biggest challenge hiring a CIO solves is finding someone to take responsibility and accountability for all technology decisions within an organization. More than a simplistic observation, this transfer of responsibility for technology to a highly competent CIO is one of the most liberating and impactful decisions a CEO will make. From that point forward, the CIO sets out to understand the goals and challenges of the organization, the impact and success of past investments in technology products, services, and people, and how to best leverage technology to enable even greater organizational success.