CEOs’ lack of personal interest in technology is to blame for the failure of most technology projects to deliver the benefits expected of them within the original budget and time constraints.
According to a survey of 20 CEOs and CIOs that was commissioned by the Chartered Management Institute (CMI), CEOs frequently ignore or misunderstand the strategic value available from IT.
CEOs are also guilty of delegating responsibility for IT-enabled change to technologists. When programmes become “tired” after 18 months or longer, CEOs fail to bring them back on track.
The CMI’s chief executive, Mary Chapman, said, “There are too many examples where large sums have been written off with little achieved. Often it is due to the ambivalence of senior executives who leave their CIOs and IT managers to explore the options and take the appropriate action.
“The risk inherent in this approach is of a leadership vacuum. CEOs who fail to provide strategic direction or show personal interest are unlikely to create the drive and inspiration in others that is required for change to succeed.”
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