By zeroing in on commonalities, CFOs and CIOs can set the table for overcoming areas of discord.
David McCann, CFO.com | US
January 8, 2010
My experience haas been that the facts in the article are supported in general, but on a case-by-case basis, there can be much better harmony between these two execs. In cases where the CFO has been groomed in public accounting and remained mainly in the accountng realm, the discord plays out. If the CFO has been involven in operations and (as in my case) been responsible for IT at some point, there is much better harmony. Similarly, a CIO who was brough up through the tech ranks tends to be too tech focused and less business focused. I guess what I'm saying is that at the C-Level, a more harmonious group can be developed if the members have "walked a mile in the shoes" of the other execs. We all want technical experts at the C-level, but the technical expertise is best left at the next level down (Controller, Infrastructure manager, Applications manager, or whatever). C-Level is for well-rounded business people. If the exec team understands this, then goals tend to be met with less friction.
Posted by Donald Doherty | January 19, 2010 08:59 am© CFO Publishing Corporation 2009. All rights reserved.