What do CIOs and astronauts have in common?

Of course, the daily work of an astronaut cannot be compared with that of a CIO. However, both are united by perspective. An astronaut in space can view the earth from above from a unique perspective, while a CIO has an equally unique perspective on the company and can view it holistically. So what constitutes this unique perspective for the CIO and how can he or she also use the astronaut's characteristics in developing the corporate strategy?

„Even before my flight, I knew that our planet is small and vulnerable. But when I saw it in its unspeakable beauty and tenderness from space, I realized that the most important task for humans is to guard and preserve it for future generations.“

A quote that could have come from space travelers like Alexander Gerst or James Irwin. Only in space, in a small space shuttle, do they see the world from a perspective that allows them to recognize connections. Seeing the planet as a whole is the astronaut's point of view.

A forest fire, for example, may look very small locally from down here, and people in distant regions or other countries may not even notice it. The astronaut from above sees how big the fire really is and how quickly it spreads, spreading to other areas and having a huge impact on a large number of people over time. Even when storms like thunderstorms, hurricanes or sandstorms are brewing, you can see their entire size from space, where they originate and which areas are affected and endangered.

The astronaut's perspective gives him an overhead view of the Earth's problems and their effects. He can see things that other people can never see from their perspective. This makes the astronaut a visionary and also a role model for many people.

Ready for liftoff: The role of the CIO in the C-suite

CIOs are increasingly less deployed as IT leaders in the company, they play an increasingly important role in companies and steer the company's (digital) strategy. Their experience as leaders of IT organizations brings them many advantages:

• You know the market speed

• They have experience of how agility can meet change in the marketplace

• They often have leadership experience and increasingly enjoy the trust of CEOs

Already in 2019, more than 50% of CIOs said (source: Gartner) that they help steer the strategic destiny of the company. They are also the bridge into many departments, as a company's technology permeates all areas. Every employee has contact with IT in the company. Thus, the responsibility for internal productivity also lies with the CIO.

The balancing act between external and internal factors is challenging because it requires an examination of the way people in the company create value.

Focus on digital products

Customers have always expected products to provide them with benefits and thus generate value. It is now clear that this can only be achieved if these products adapt to changes in users. Continuous development has become the norm. On the delivery side, this means that products can only be successfully delivered to customers if

• the products are continuously maintained,

• the customer is closely involved in the development,

• and the operations team properly "owns" the product.

Taking advantage of the new way of working

CIOs with a technical background often already know it beyond the buzzword. Agility and entrepreneurial thinking have a long history in software development and are increasingly spilling over into the entire company. While essential ideas are often lost in the process, the fundamental idea still carries over and is adapted.

A culture that values experimentation and focus is certainly more helpful for companies in digitization than one that relies on stability and continuity.

The whole thing is happening in an environment where people demand and need greater flexibility, because working is no longer everything. This means that under the leadership and with the experience of the CIOs and their perspective, the company can bring agile ideas into the company and also become a role model as part of how other areas should act and operate.

Selecting technologies for the digital world

Technology companies have technology as a core competence and this core competence must also develop further. Even if "AI" and a lot of "blockchain" won't win us a golden coffee cup yet, it is right to take care of these technologies, because everything that favors the digital transformation or promises productivity increases of 10x and more helps.

Increasingly, companies need to become an experimental kit in order to master the mass of new technologies. That doesn't mean trying everything. On the contrary, it will be how good you are at sorting out and which technologies you can master that they end up adding value to the customer.

CIOs who have an overview of the technical competencies and select technologies that are made for the digital world will leave a positive impression.

Next Destination

So where is the journey heading with companies? How can the CIO actively shape this journey and what is the next anchor point? Only time will tell. What is clear is that the journey does not have a single destination, but that it will probably never end. What will matter is that we, as CIOs, shape it in such a way that this journey can be taken successfully for as long as possible.