Top 10 rules of the road for CIOs when creating IT organizations
Top 10 rules of the road for CIOs as they build a modern IT function. The organizational structure must support the goals of the organization and be consistent with its culture and capabilities. Well-defined reporting structures are based on the IT and business direction; take into account organizational barriers; and consider the effect of combining or separating the functions that are targeted for change.
- Limit the span of control for professional staff that report directly to the CIO – The number of direct reports should be limited to between 5 to 7 direct reports of professional resources.
- Minimize the depth of the organization from the CIO to the technologists (developers and planners) from the CIO to the staff doing the work.
- Parallel the overall IT organizational structure to the operating structure of the enterprise
- Create career paths for IT specialists into enterprise operational functions
- Have an operational management, quality control, and customer service function that can provide direct feedback to the CIO.
- Integrate strategic planning, security, and business continuity planning into the overall organizational management processes
- Create positions within the organization which non-IT professionals can take to create bridges to enterprise operations and productivity
- Integrate human resource planning and training with the corporate human resources group
- Create an industry relations function that looks at what competitors are doing with technology
- Build bridges to independent IT functions within operational units to keep abreast with what pragmatic technology solutions they are building independent of the CIO’s organization.