Chief information officer
Description
The Chief Information Officer (CIO) is responsible for the overall management of an organisations information and communication technology services. The CIO does not provide any of the hands on services to ICT clients, however, they are responsible for ensuring that the ICT services provided are meeting the needs of the business.
The CIO has a responsibility to ensure that ICT helps the business to achieve strategic and operational goals that have been identified in the organisations strategic and operational plans. As a leader in the business the CIO will take part in identifying these goals.
The CIO will work with the business to identify what potential areas of growth that will need increased ICT support, once armed with that information the CIO will ensure that the ICT area has the capability to support the business when the need arises. The CIO is required to have very strong managerial and financial skills.
A CIO exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA) and the Leadership competencies for Queensland.
SFIA profile
Within the SFIA profile, the ICT CIO has level seven capabilities i.e. set strategy, inspire and mobilise on the skills outlined below.
Refer to the framework for descriptions of the seven levels of responsibility and accountability.
 SFIA skill | SFIA skill code | SFIA skill level of responsibility | SFIA skills level descriptor |
|---|---|---|---|
| Strategic planning | ITSP | 7 | Leads the definition, implementation and communication of the organisation’s strategic management framework. Directs the creation and review of a strategy and plans to support the strategic requirements of the business. |
| Information management | IRMG | 7 | Establishes and communicates the organisation's information management strategy. Specifies at a strategic level the information needed to support the business strategy and business functions. Directs information resources to create value for stakeholders. Accountable for compliance with regulations, standards and codes of good practice relating to all aspects of information management. |
| Enterprise and business architecture | STPL | 7 | Directs the development of enterprise-wide architecture and processes to embed the strategic application of change in the management of the organisation. Directs the creation and review of an enterprise capability strategy to support the strategic requirements of the business. Oversees the creation and implementation of roadmaps to guide long-term enterprise transformation and strategic alignment. Identifies the business benefits of alternative strategies. Ensures compliance between business strategies, enterprise transformation activities and technology directions, setting strategies, policies, standards and practices. |
| Consultancy | CNSL | 7 | Directs the strategic direction and operations of a significant consultancy practice. Engages with key stakeholders at the highest levels to ensure consultancy services drive strategic outcomes. Manages overall client relationships and the development of long-term consultancy partnerships, maintaining high standards of service delivery and ethical practice. Oversees practice development, proposals, sales, account management and the delivery of consultancy services across diverse topics. |
| Technology service management | ITMG | 7 | Sets the strategic direction for managing the technology services portfolio, ensuring alignment with organisational strategies, objectives and emerging opportunities. Promotes and assesses technology's potential to drive change, evaluating feasibility and impact. Authorises the establishment and integration of new or modified service delivery capabilities, balancing inhouse and outsourced options. Oversees resource allocation for planning, developing and delivering technical services and products. Maintains a strategic overview of how technology services contribute to organisational success. |
Leadership skills
Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.
Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the value proposition of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:
- Individual contributor (Leads self and does not supervise others)
- Team leader (leads a team and typically reports to a program leader)
- Program leader (leads team leaders and/or multiple areas of work)
- Executive (leads program leaders or other executives)
- Chief executive (leads the organisation).
When developing a role description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills.
Entry points
To have a career such as a chief information officer, a bachelor level degree in areas such as information technology, information systems or business would be highly regarded.
Learning and development
Formal training and on-the-job experience are important ways to improve and develop the required skills.