Mark Samuels

For a sector that is the very embodiment of innovation, the IT industry is surprisingly risk-averse when it comes to adopting new-fangled business practices.

This month’s Computing Business highlights a range of opportunities for chief information officers (CIOs) that are keen to improve the softer side of the organisation – opportunities that include smarter business models, project sponsorship and executive coaching.

But more often than not, the common theme that binds the pieces is a lack of endeavour on the part of the CIO.

The cover story shows that few firms extend innovation as far as their business model. Companies splash an enormous amount of cash on research and development, but only a tiny fraction of patents are ever monetised – perhaps as little as 10 per cent.

Organisations are scared to try something new, or – even more radically – to collaborate outside the safe confines of company headquarters.

As the CIO, your role in any potential model redesign will be vital. You are the expert that understands the bits and bytes of the organisation: you know when the infrastructure will allow for further expansion, and when collaboration with a firm outside the firewall is a risk too far.

With your expertise, you could be the executive that drives business change – and the more complex the change, the more critical the role of the sponsor.

Maybe it is time to convince the board it should unleash the patented system for making the most of customer data.

Why leave the patent in an office – just to stop the competitors getting hold of the technology – when your company could be making best use of the system?

But before you attempt to drive through change, be aware that research presented in this month’s Computing Business shows that the skills required of a sponsor are often not well understood by the organisation – or by the holder of the role.

Being the leader remains a challenging task and you may, therefore, need help if you are to see through transformation projects successfully.

It seems unlikely, however, that many technology leaders will be turning to executive coaching; a one-on-one form of personal development, with the focus on stimulating new ways of thinking.

Few IT bosses have yet to decide that business coaches are worth the investment.

Maybe it is a case of one step at a time: make the most of the available technology, sell the idea to the board – and then think about using a trendy business guru.

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