Higher expectations from end users and a larger focus on efficiency and value for money drive change in the public sector. In many cases, these contribute to a fundamental re-evaluation of service delivery and the need for transformational change to achieve the industry’s desired outcomes. Given IT’s role as a key enabler of business transformation, the CIO needs to be at the executive table to share how IT can contribute to transformational initiatives.

For more than 17 years, I have advised government clients on public sector reform and have led large complex transformation projects for their back office functions. In my experience, if technology leaders want their voices heard by chief executives, they must demonstrate that they recognize their key role in business transformation.

Since there is no universal way to do this, I have provided three steps to help CIOs become more influential during transformational projects.

1. Manage government stakeholder needs.
Since IT is a service-driven department, CIOs must be aware of their stakeholders and actively manage them. Stakeholders can include your customers, CEO or company employees. CIOs need to know who they are, understand what they need from your team and communicate the IT department’s requirements to them. By engaging stakeholders in dialogue and fostering relationships with them, CIOs will be able to address concerns at the executive table and build credibility.

2. Obtain clarity on how IT can align with business requirements while competing for scarce resources.
In any corporate environment, the CEO faces competing bids from different departments within the organization to fund strategic projects. With increasing demands on public sector finances, this is becoming ever more relevant to public sector organizations. In order to compete for scarce resources, CIOs must be present at the executive table and demonstrate the value that IT can add to the business requirements.

To prepare, consider how IT investments can help fulfill the business’s objective, the scope of work involved and how the IT department can fit their needs within the broader business strategy and budget. Clearly demonstrating this alignment will contribute to the CIO’s influence during long-term transformation projects.

3. Demonstrate the benefits of technology-driven changes.
If IT departments want to introduce new technology, CIOs must be able to demonstrate the benefits to the end user, how it will contribute to the organization’s strategic goals and its financial and business benefits. This requires a detailed understanding of the end-to-end business processes. The business insight CIOs gain from this will create a unique combination with their technology expertise to help them become a vital and respected contributor in the boardroom.

Large-scale business changes require a business-savvy CIO who is able to articulate the IT department’s benefits to decision-makers and help deliver their agency’s objectives. CIOs who can see how IT aligns with their organization’s business strategy and clearly articulate the alignment to executives will create meaningful transformation that ultimately benefits Canadian citizens.

Roger de Montfort led a panel, The Leadership Role of the CIO, at GTEC’s CIO Boot camp on Monday October 5, 2009.