When the Business Is IT

Despite the fact that a CIO’s responsibilities are easily as wide and deep as any other executive’s, we at CIO magazine are always urging CIOs to do more. Grab product development, take over a P&L, run a non-IT part of the business. Why the CIO role itself seems never to be enough is the subject of a future column. Here, I would like to address whether some sectors–like IT products and services–offer a better pathway to these “extra CIO” areas than others. Do CIOs who work for IT companies have more opportunities for influence and impact than CIOs who work for companies that sell soap? I spoke to three CIOs in the IT industry to find out.

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