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A CIO’s charge often keeps them focused on developing technology strategy and IT initiatives for their organization. Sometimes it’s administrative, sometimes it’s cost containment, most of the time it’s managing the IT infrastructure, but always within the context of internal-facing challenges. However, as technologies such as cloud and value-added offerings such as managed services create a convergence of customer and vendor environments, there are opportunities to include the insight and expertise of the CIO in more external initiatives.
This blurring of lines has started to push technology buying and maintenance from a somewhat standard negotiation with sales to a relationship requiring fostering and involvement at the executive level. Major IT investments are quite often part of a strategic imperative, so it seems natural that both vendor and customer CIOs should have a seat at the table during the consultation and selection process. Sales sells the solution. Counsel negotiates the contract. But who is there to ensure things continue to run seamlessly?
A recent Accenture Interactive survey, The CMO-CIO Disconnect concluded that that creating a consensus between the CIO and the CMO on how technology can be most appropriately applied provides the best approach to align customer objectives with the technical challenges of delivering these goals. A successful combination of these approaches provides a more holistic vision for the customer, resulting in a longer lasting vendor-client relationship.
If a vendor’s CIO is knowledgeable about the company’s products and solutions, customers can look to them for guidance related to the bigger picture during the selection process, in the implementation phase and beyond, becoming a true trusted technology advisor. As advancements continue to push technology into both a cost-saving and revenue-driving position for businesses, the need engage your IT vendor solution’s CIO becomes increasingly important.
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