Summary
As CIO, you will be responsible for the technology and technical strategy of the organisation. You will be in charge of a company’s information technology and computer systems with duties including leading the technology management team, ensuring security and risk mitigation, assessing and optimising current processes, recommending software improvements and directing the executive team on the best processes.
Background
| Description | Background |
|---|---|
| Understands key issues and opportunities in current IT estate. Understands the objectives of the wider organisation. Able to gain senior stakeholder input and support. Understands new technology capabilities and developments as well as enterprise architecture techniques. Has deep commercial insight into IT and supplier costs Understands and anticipates IT and business continuity risks and their mitigation. Able to build compelling high-level plans as a portfolio of business change programmes. Gains and retains effective senior sponsor authorisation and support. Able to effectively communicate with and influence stakeholders, given agreed strategy and plan. | Prior Knowledge and Skills |
| Has a deep understanding of the concepts and practices of human resources and people management. Understands processes and procedures of performance management and how they support the achievement of strategic organisational objectives. Can demonstrate a responsible and disciplined approach under pressure and at times of significant change. Has excellent and developed communication and negotiation skills. Can apply the legal and best practice requirements of human resource development and management. Has a positive attitude towards diversity principles. | Prior Knowledge and Skills |
Work Activity Components
| Title | Details |
|---|---|
| Business needs (Level 7) | Formulates the longer term needs of the business, drives and promotes a future state and communicates the longer-term strategy. |
| Career paths and mentoring (PEMT)(Level 6) | Mentors and influences senior individuals in consideration of their career opportunities and contribution to the organisation talent pool. Advises on their career paths, and encourages pro-active development of skills and capabilities. |
| Communication (Level 7) | Communicates and embeds strategic management via objectives, accountabilities and monitoring of progress. |
| Corporate view (ISCO) (Level 7) | Encourages the autonomous bodies and units within the enterprise to acquire or develop information systems that benefit the needs of the whole organisation. Liaises with senior management to ensure that corporate needs are included in specifications and developments. |
| Empowerment and role model (PEMT)(Level 6) | Facilitates effective working relationships within and between senior staff. Motivates, engages with, influences and empowers senior staff. Acts as a role model for senior staff and staff at all levels across the organisation, setting a high standard, acting professionally at all times and working to the highest levels of conduct and ethics. |
| Engagement (ITSP) (Level 7) | Ensures staff maintain an outcome focus that results in technology adoption, delivery and measurable business value for the organisation from their technology investments. |
| Formal appraisals (PEMT)(Level 6) | Conducts formal appraisals of the performance of senior staff. Facilitates a dialogue with senior staff about expectations, progress, performance and development needs. Leads on formal processes such as compensation negotiations, grievance procedures, and disciplinary procedures. |
| Good practice (ISCO) (Level 7) | Maintains detailed awareness of, takes fully into account as necessary, and promotes throughout the organisation, any relevant statutory, internal, or external regulations, standards, and codes of good practice, e.g. those relating to security, cyber security quality, data protection, audit etc. Is a major contributor to the definition of such regulations, standards and codes. |
| Governance framework (ITSP) (Level 7) | Contributes to the definition and implementation of the organisation's governance framework and processes. Leads and owns the technology portfolio planning process for both new programmes and projects and the operational environment. |
| Guidance, performance and feedback (PEMT)(Level 6) | Optimises performance of senior staff, measuring and reporting on performance against agreed high level strategy and key performance indicators. Collects data on the performance of senior staff. Gives regular feedback to senior teams as to their contribution towards organisational performance and strategy. |
| Information exchange (ISCO) (Level 7) | Coordinates the promotion, development, acquisition and implementation of information systems in a very large organisation, critically dependent on IT, where IT is fully devolved to separate units, or in a collaborative enterprise of separate organisations, by means such as arranging technical fora, common working groups, exchange of information, close liaison with those responsible for IT management and strategy. |
| Lead, manage and supervise (PEMT)(Level 6) | Leads, supports and guides the work of senior staff, including allocation, to senior individuals, of management and supervisory responsibilities. |
| Leadership (ITSP) (Level 7) | Leads the wider technology strategic planning process and function, and plays an important role in overall organisational strategy development and change management. Undertakes management development, as well as coaching and mentoring executives across the organisation. |
| Relationships (ITSP) (Level 7) | Accountable for IT relationships ensuring all stakeholders and participants are aligned across business, IT and other business support services (procurement, HR, FM, etc). Works collegially as a peer with other service leaders. |
| Representation (ISCO) (Level 7) | Represents IT issues, on behalf of the entire organisation, with the highest management and external bodies, e.g. negotiating volume discounts with suppliers. |
| Strategy and culture (INOV) (Level 7) | Leads development of a culture that encourages innovation, risk taking and collaboration. |
| Strategy communication (ISCO) (Level 7) | Establishes, maintains and communicates the organisation's strategy for managing information, and the policies, standards, procedures and methods necessary to implement the strategy. |
| Strategy planning (ITSP) (Level 7) | Responsible for overall development, delivery and monitoring of the strategic management and technology framework and plan. Familiar with business strategy models, canvas, value chains, change management approaches, business scorecards and benefit networks. Accountable for all architecture and technology roadmaps and documents being in accordance with agreed standards. |
| Team dynamics (PEMT)(Level 6) | Champions the importance of skill mix and the understanding of team dynamics to successful team creation, development, operations, and delivery. |
| Transformation and change (PEMT)(Level 6) | Leads the organisation during times of change, aligning change programmes with the skills and capabilities of key senior staff. Support senior staff, through difficult and challenging change programmes. |
| Vision (ISCO) (Level 7) | Maintains an awareness of the global needs of the whole enterprise, and promotes the vision of the benefits that a common approach to IT will bring to the business as a whole amongst senior executives. |
| Work allocation, support and delegation (PEMT)(Level 6) | Initiates strategic work packages and aligns these with the skills and abilities of senior staff teams. Supports senior staff in the delivery of high impact work packages. Determines and delegates work to individuals and teams, taking full account of skills and capabilities. Influences senior staff teams and is sensitive towards team dynamics. |
Behavioural Skills
| Title | Details |
|---|---|
| Commercial Orientation | Understanding commercial considerations and ensuring alignment with them when making decisions or recommending actions. |
| Conceptual Thinking | Acquiring understanding and insights regarding the underlying issues in complex problems or situations through the development of abstract representations, the identification of patterns and the analysis of hypotheses. |
| Counselling and Developing Others | Helping others to understand their values, needs, goals and limitations and coaching them to develop their effectiveness towards the limits of their potential. |
| Critical Thinking | The ability to think clearly and rationally; review and evaluation of processes and outputs; the ability to engage in reflective and independent thinking; reasoned thinking involving critique. |
| Customer Focus | Understanding the needs of the internal or external customer and keeping these in mind when taking actions or making decisions. |
| Decision Making | Making decisions at the appropriate time, taking into account the needs of the situation, priorities, constraints, known risks, and the availability of necessary information and resources. |
| Delegation | Delegating tasks, responsibilities and authorities effectively. |
| Follow-up and Monitoring | Checking progress against targets, taking action to resolve exceptions/ issues and reporting and escalating where necessary. |
| Goal Orientation | Maintaining focus on agreed objectives and deliverables. |
| Influence, Persuasion and Personal Impact | Conveying a level of confidence and professionalism when engaging with stakeholders, influencing positively and persuading others to take a specific course of action when not in a position of authority. |
| Interacting with People | Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences. |
| Leadership | Clearly articulating goals and objectives, and motivating and leading others towards their achievement. |
| Organisational Awareness | Understanding the hierarchy and culture of own, customer, supplier and partner organisations and being able to identify the decision makers and influencers. |
| Planning and Organisation | Determining a course of action by breaking it down into smaller steps and by planning and resourcing each of these, making allowance for potential problems and escalating if necessary. |
| Providing Direction | Directing others to undertake specified tasks within a defined timescale. |
| Strategic Perspective | Keeping organisational objectives and strategies in mind, and ensuring courses of action are aligned with the strategic context. |
Technical Skills
| Title | Details | Depth |
|---|---|---|
| Big Data | The discipline associated with data sets so large and/or complex that traditional data processing applications are inadequate. The data files may include structured, unstructured and/or semi-structured data, such as unstructured text, audio, video, etc. Challenges include analysis, capture, curation, search, sharing, storage, transfer, manipulation, analysis, visualization and information privacy. | Familiar with |
| Business Environment | The business environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners and competitors), in particular those aspects of the business that the specialism is to support (i.e. localised organisational awareness from a technical perspective). | Expert in |
| Cloud/Virtualisation | The principles and application of cloud/ virtualisation (including ownership, responsibilities and security implications). Use of tools and systems to manage virtualised environments. | Familiar with |
| Corporate, Industry and Professional Standards | Applying relevant standards, practices, codes, and assessment and certification programmes to the specific organisation or business domain. | Proficient in |
| Infrastructure Architecture | The frameworks and principles on which networks, systems, equipment and resources are based both on premises and cloud-based. | Expert in |
| IT Environment | The IT environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners), in particular own organisation's technical platforms and those that interface to them through the specialism, including those in closely-related organisations. | Expert in |
| National/International Standards | Current and emerging standards associated with IT practice nationally and internationally, published by authorities such as IEEE, IEC, BSI, ISO. | Proficient in |
| Networking and Communications | The planning and management of the interaction between two or more networking systems, computers or other intelligent devices. | Expert in |
| Operational/Service Architecture | Knowledge of the IT/IS infrastructure and the IT applications and service processes used within own organisation, including those associated with sustainability and efficiency. | Expert in |
| Own Organisation's IT Products and Services | The IT products and/or services supplied to internal and external customers by own organisation. | Proficient in |
Other Skills
| Title | Details | Depth |
|---|---|---|
| Appraisal Techniques | Methods and techniques for appraising an individual's performance and potential. | Proficient in |
| Budgets | Principles, methods, techniques and tools for the preparation and monitoring of budgets to manage costs and ensure cost-effectiveness and value for money. | Proficient in |
| Business Characteristics | Organisational structures; their mission, objectives, strategies and tactics adopted by organisations; measures of performance such as critical success factors and key performance indicators; organisational cultures and cultural dimensions. | Proficient in |
| Business Proposals | Methods and techniques for preparing and presenting business cases, requests for proposal (RFP) invitations to tender (ITT) and statements of requirements/work both verbally and in writing. | Proficient in |
| Coaching Techniques | Methods and techniques for coaching individuals or groups by a balanced combination of support and direction, which could include use of virtual learning environments plus add-ons to augment feedback specific to work items, workflow or career plans. | Proficient in |
| Disciplinary Issues and Procedures | Managing episodes of unsatisfactory behaviour or performance in accordance with appropriate policies and legislative conformance. Includes changes to circumstances, such as sickness, disability and other personal issues. | Proficient in |
| Financial Management | Knowledge of Financial Management and Management Accounting. Competent management of costs, budgets and cash flow. | Proficient in |
| Legislation | Relevant national and international legislation. | Familiar with |
| Performance Monitoring | Identifying, agreeing and monitoring (usually by face-to-face interviews) objectives and deliverables with individuals. Identifying under-performance issues against agreed quality standards and performance criteria. Identifying gaps in capability and causes, disciplinary or ability-related (needing assistance, training or other support). | Proficient in |
| Presentation Techniques | Methods and techniques for delivering effective and accessible presentations, either face-to-face or online within various contexts and to a variety of audiences. | Proficient in |
| Process Improvement Techniques | Methods, tools and techniques to analyse and optimise processes in order to improve the quality of a product or service. | Proficient in |
| Project Planning and Control Techniques | Methods and techniques associated with planning and monitoring progress of projects. | Proficient in |
| Resource Allocation | The effective and efficient routine deployment of resources, (but also including reassessment and reallocation in a dynamic multi-project environment), to achieve optimum results. | Proficient in |
| Service Delivery Economics | The economics of service delivery, such as the cost per service line in terms of hardware, software, and manpower used to deliver the service. | Expert in |
| Stakeholder Engagement | Establishing relationships, analysing perspectives and managing stakeholders from a variety of backgrounds and disciplines. Adapting stakeholder engagement style to meet the needs of different audiences. The identification of key business stakeholders and an assessment of their level of power and interests, and their perspectives to inform the way(s) in which they should be considered and managed. | Proficient in |
| Team Dynamics | Knowledge and understanding of the psychological and environmental forces that influence the direction of team behavior and performance and the tools and techniques to improve team cohesion and performance. | Proficient in |
| Techniques for Effective Meetings | Methods and techniques for running effective meetings and for understanding and influencing the roles played by participants. | Proficient in |
Training
| Title | Details |
|---|---|
| Diversity and Inclusion | Raise diversity in-the-workplace awareness in order to better understand how the world looks through the eyes of people of a different age, race, gender, sexuality, etc, improve communications with people from diverse backgrounds and reduce the levels of unconscious bias in decision-making. |
| Human Resource Planning | Techniques and practices involved in planning the numbers and types of personnel needed over time by a particular skillset, department or function within an organisation. |
| Latest Cyber Security Threats for Senior Execs | Short, high-level, up-to-date and to-the-point briefing on the latest threats and vulnerabilities in cyber security. |
Professional Development Activity (PDA)
| Title | Details | PDA Group |
|---|---|---|
| Gaining Knowledge of Broader IT Issues | Increasing and maintaining currency of knowledge of broader IT issues through reading, attending and participating in seminars or conferences, special studies, temporary assignments etc. | Increasing Knowledge |
| Gaining Knowledge of Standards and Legislation | Gaining and maintaining knowledge of relevant national and international standards and legislation. | Increasing Knowledge |
| Gaining Strategic Knowledge of Employing Organisation | Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to health and care, country and global issues. | Increasing Knowledge |
| General Management | Continuing learning and development in general management skills, such as effective communication, leadership styles and skills, team building and team roles, motivation and delegation, planning and resource scheduling, influencing, persuasion and negotiation, so as to be in a position to accept greater responsibility at senior management or director (including non-exec) level. | Developing Professional Skills |
| Mentoring | Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development. | Broadening Activities |
| Participation in Professional Body Affairs | Taking an active part in professional body affairs at branch, specialist group, committee or board level. | Participation in Professional Activities |
Qualification Components
| Title | Awarding Bodies |
|---|---|
| Leading Practitioner | The Federation for Informatics Professionals |
The Professional Body Responsible for this job family is BCS. This job role profile was created in collaboration with BCS, using Role Model Plus.