| | November 20159CIOReviewmaterial risk. In many companies, this was among the first active involvements of IT in the business conversation. While not thought of at the time, it also laid the groundwork for the IT executive to begin not only solving operational issues but helpingto lead the conversation about what could be next.As we passed through public financial scandals (Enron and others), government regulation came pouring in. IT was seen as the builder of key infrastructure to support the bevy of new mandates. Again, IT was back in the big room solving operational issues and laying the groundwork and credibility to help lead the business.By the mid and late 2000s, IT became intensely preoccupied with the complex roles of shifting to the distributed computing era, solidifying its role of delivering function through ERPs and other key business applications, while managing the still-steady stream of regulatory requirements and coping with the rise of the Internet.As the 2010s rolled around, IT risk conversations in the big rooms began to shift from asking "What will be the risk if something bad happens?" to "What is the risk if we don't act"?Today, the crazy mix of social media, Cloud, analytics, and mobile technology has everyone's attention. IT firmly has shifted from the 1990s -- when only 10 percent of the leading 4,000 companies in the United States even had a CIO -- to greater than 50 percent of CIOs today who report to the CEO and have accountability to at least one board committee. IT is clearly in the room.So Now What?IT has never been in a better place.The big rooms will still want to manage risk and ask how IT will provide stable, resilient, and dependable systems and infrastructure. But there is opportunity to exceed expectations when answering these questions and to use earned credibility to pitch new investments in digital innovations that can underpin growth and expansion. IT needs to present these ideas not in terms of technology, but frame them in terms of revenue (yes, revenue).The Two Next Big Things1) The digitization of EVERYTHING2) The next cyberthreatThe C-suite and board will want to know how key leaders are managing the risks and disruptions created by new digital competitors and digital business models.This creates an unprecedented opportunity for IT to not only be part of the next conversation but to lead it. As our friends in Silicon Valley have warned us, "Software will eat the world." The CIO must help our companies defend against the threat of digitization and enable and empower organizations to lead an impressive assault forward.Finally, cybersecurity has marched into a new era. The big rooms--primary the board--will not just ask but expect regular updates and leadership in this area. If boards are not satisfied, they will get answers from other sources. IT either must lead or we will see 80 percent of the CISOs who report into the CIO today shift directly to chief compliance or risk officers. Cybersecurity is not a concern, it is a fear.IT is fully positioned to leverage these great opportunities. The big room is looking right at us and asking us to innovate, deliver and lead.Let's seize the opportunity. The CIO must help our companies defend against the threat of digitization and enable and empower organizations to lead an impressive assault forwardDarren Dworkin
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