Making the difference, the research firm said, puts IT in a crucial role in the changing of business processes, attracting new customers and developing new products and services.

For the CIO, this translates to moving from trying to manage technical risks and costs while ensuring information systems are operating at optimum levels, to making sure that the IT systems in place are effective in building enterprise agility.

CIOs are in a strong position to lead in making the difference, Gartner said. But is this truly the case?

It is common to hear of IT projects seen as instrumental in delivering a certain service failing to take off. Either the project was not well-aligned to the overall business strategy of an organisation, or there was no buy-in by internal or external users because top management did not champion the project.

Employees Provident Fund’s senior general manager, IT department Andy Tan Eng Teik believes that to enable CIOs to meet management expectations, they have to be represented at the top management level.

But before that could happen, CIOs must have some key qualities, said Tan, who was the recipient of the 2006 CIO of the Year Award given by the

Association of the Computer and Multimedia Industry Malaysia.

Among the qualities are being business-focused instead of technology-focused; techno-logy savvy, not a geek; decisive; persistent; able to lead change; and “walk the talk”.

“The CIO must understand executive expectations by tuning in on the business issues and targets. He must address the process needs in key IT functions and integrate business and technical innovation processes, address the weakest link in IT effectiveness, and recognise the organisation’s exposure to retirements, critical skills and new competencies,” Tan said.

“The CIO must also establish strong IT service levels that are linked to funding and resources, and drive for standardisation, consolidation and services to reduce complexity.”

IT is already prevalent in organisations in all sectors, and it is progressing from the engine running backroom operations to a more strategic role in business. Top management must give IT its due recognition, and CIOs must rise to the occasion. Otherwise, wastage in IT investments will continue, and IT will never fulfil its full potential in business.