It’s critical to get a good start when stepping into the CIO role. Consider several measures when you shape your course.
The early months of a CIO’s tenure are an extremely important time to learn about a company’s culture and critical issues, shape an agenda for change, build relations with peers and senior leaders, and make decisions—on people, funding, and other matters—that will provide a solid foundation for the future.
By working over the years with many senior executives stepping into this role, we’ve learned about elements to cover, priorities to make, and mistakes to avoid. We have attempted to distill the most important topics to address during these critical first months. Of course, the particulars of each situation will have an impact on the priorities of each CIO. But we believe every new CIO will benefit from reviewing these elements and using them as a starting point to shape his or her own course of action.
Read the rest on the McKinsey website (December 2012) or in the Financial Times -- with Paul Willmott
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