New Wine In A New Bottle

Chief Innovation Officers Have A Whole New Agenda

There's now a new dimension to the CIO title. It could well stand for Chief Innovation Officer. That's also what the abbreviation in Ken Bohlen's title, CIO and executive VP for Textron, a global company with varied interests, stands for. The new abbreviation, however is not merely a variation. It's implications are important. Particularly on these lines: How different is this position from that of a Chief Information Officer? What brings about the title, chief innovation officer?

In Ken Bohlen's case, it started with majoring in computer science. After graduation, he worked in the field of supply-chain management and information systems for many years. His role as an innovator, however took form only when he began to relate IT and business closely. He envisioned the effect of technology on end users and the company's profitability. By November 1999, when he shifted to Textron, he had innovated sufficiently in business and technology.

In April, last year, the Textron board offered him the position of chief innovation officer and executive VP. Textron's top brass comprehended that his title was seamless and was less to do with technology and more to do with new business models. He says, "I'm spending more time working strategically, looking out in front, seeing where the opportunities are." Besides, questioning existing operations and procedures is very important. "We have to focus on speed, challenging the existing status quo in a very large company."

Bohlen's agenda for this year is to set up a talent-review process, to locate the initiators in Textron. He says, "I want to find the innovators throughout the different lines of business. I'm focused on the people who see the big picture and are trying to understand the business processes." The key differentiator is capability in translating IT's role in conducting business and it's impact on the bottom line.

Bohlen's suggests that IT executives and chief information officers, particularly in the manufacturing segment, ought to focus on integrated supply-chain opportunities. "Look at how the data flows from the customer to the supplier's supplier. Speed from the dotcom community will add pressure", he says. Another suggestion is to, "Take nine to 12 months and work within business operations, outside of IT", for greater understanding.

It is very likely that the CIO will function as an infomediary in a company, connecting technology to business, in the next couple of years. Bohlen says, "The CIO will morph into something different. The CIO needs to prepare the organization to accept whatever tomorrow might bring without knowing what that is."

Related Reading:

CIOs face identity crisis as the 'one-size-fits-all' job description no longer fits; Gomolski, Barb; Nov 2000