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“IT and Innovation” has emerged as the theme of the China Top CIO Award 2006, an annual event jointly launched by CEOCIO China and International Data Corporation to appraise the most excellent CIOs in China and address selected topics bearing on the event theme. A growing number of companies have been seeking the innovation trends with the help of IT as they look for differentiated advantages. For several months before the final prizewinners were selected, reporters of CEOCIO China had visited and interviewed more than 200 candidates. They tried to explore: What’s the effect of IT innovation for operators, managers and decision-makers of companies and institutions? How do they achieve the effect? What are CIOs doing during the process? And do their responsibilities change? Answers from the Top 50 CIOs show that 76% of them agree IT contributes to the innovation of corporate business and management procedure. As Mr. John Gantz, senior vice president of IDC, noted at the conference, “The more related IT structure with corporate business management is, the better will the IT effects be. Companies usually find it hard to gain rewards from IT projects. They need to view IT’s value from the practical changes of other businesses within the entire institution.” Since IT is gradually converging with business, CIOs need to focus on corporate business. Among the Top 50 prizewinners, the ratio of CIOs with technological background to those with business background is 3 to 2. This means the CIO is no longer monopolized by technical pundits. More non-IT talents are entitled as CIOs for their management specialties. In the meantime, no doubt CIOs are endowed with more diversified missions.
“IT and Innovation ” has emerged as the theme of the China Top CIO Award 2006, an annual event jointly launched by CEOCIO China and International Data Corporation to appraise the most excellent CIOs in China and address selected topics bearing on the event theme. A growing number of companies have been seeking the innovation trends with the help of IT as they look for differentiated advantages. For several months before the final prizewinners were selected, reporters of CEOCIO China had visited and interviewed more than 200 candidates. They tried to explore : What’s the effect of IT innovation for operators, managers and decision-makers of companies and institutions? How do they achieve the effect? What are the CIOs doing during the process? And do their responsibilities change? Answers from the Top 50 CIOs show that 76 % of them agree IT contributes to the innovation of corporate business and management procedure. As Mr. John Gantz, senior vice president of IDC, noted at the conference, The more related IT structure with corporate business management is, the better will the IT effects be. Companies usually find it hard to gain rewards from IT projects. They need to view IT’s value from the practical changes of other businesses within the entire institution. Among the Top 50 prizewinners, the ratio of CIOs with technological background to those with business background is 3 to 2. This means the CIO is no longer monopolyized by technical pundits. More non-IT talents are entitled as CIOs for their management specialties. In the meantime, no doubt CIOs are endowed with more diversified missions.