No. The traditional CIO is often associated with specific, internal functions related to information systems and related infrastructure. They deal with things like procurement, operation, installation, maintenance etc. The CTO will have a different role because they are external facing and critical in developing products and priorities. They also need to facilitate communication so executive teams can make well-informed and data-driven strategic decisions. This is one of the reasons why CTOs have a seat at the board room table and also why savvy CIOs understand the benefits of migrating to CTO within their organizations.
Differentiating between CTO and CIO is driven by the fact that technology and digital decisions have moved to front of house. Customer-facing products are at the core of most business plans and go-to-market strategies. CIOs need to keep up and transition. But with this change to CTO comes the need to be more than the tech guy, and other skills are needed to succeed beyond this title! Basically avoiding the tech-only trap is the way for effective CTOs to go. The CTO needs to be an active, credible voice and leader who is instrumental in creating the strategic business and product plans.
With this in mind where else are CTOs needed? Product. Since almost all technology is a ‘product’ then it is logical that the CTO bridges the gap between technology and product. Currently PMs work with the engineering teams in and out of house to develop products and send them to market but who actually sets the goals and realistic timelines? Maybe the CPO if there is one in the organizational structure, but if not it should be the CTO. They are in the position to coordinate initiatives from product development with organizational technical capabilities. This “bridge thinking,” at its best and provides a strong voice for two C-suite functions and in turn creates a solid bond between the others in the C-suite. Especially as the CEO gets involved in strategizing and prioritizing products. Buy-in with the rest of the C-suite is plain sailing after that, but still requires the external facing skills a CIO might not possess.
So how to communicate with the executive team
– Use bridge thinking to explain bridge thinking especially if the concept is new to them. They will be delighted to have a two for one!
– Remember that it is about more than technological savvy, strong skills of persuasion and an non-passive manner will help
– Learn the marketplace, your customers, your competitors and collaborate with product and marketing teams
– Make data-driven decisions that the C-suite will depend upon and use information about customers gathered from product management and marketing