The conversation about technology and organizations has been enriched with a new blog, Difference Engine, by my long-time friend and colleague, Abbie Lundberg. Of course, as Editor in Chief at CIO Magazine, we’ve been benefiting from her perspective and insight for years. Now, we’ll get it a bit less filtered and a bit more personal. I’m looking forward to it. Here’s a quick sample:
As the debate over the CIO role rages on, we wonder which is the most critical skill set: business, technology or, as some argue, the ability to detect bullshit?
The debate about the best background for CIOs isn t new. It s been going on since the mid 90s, when Johnson & Johnson first appointed a CIO from the business, without hands-on IT experience. The argument goes something like this: Technology is becoming an increasingly integral part of business; ergo, CIOs have to be business strategists. So far so good. But then some people continue the argument to say that because business knowledge and ability is so important, technology knowledge isn t. False!
So what do you think? Can you be a truly great CIO without a pretty deep understanding of technology? Does the merging of business and technology make technology knowledge more or less valuable to the individual leading strategic IT?