Is the C-Suite a wisdom pool or a knowledge center?

You know the difference. As a knowledge center, the C-suite is composed of leaders with great knowledge and experience in a field of expertise. In days past, that seemed to be enough. Each was called upon as their insight was needed.

A wisdom pool is composed of those same leaders, only they are aware of how their expertise crosses the lines of business and becomes insights that the others need. Today, we experience the strength of an executive team and not just the existence of an executive floor.

An executive team recognizes the difference between knowledge and understanding and wisdom.

Knowledge is a base of information. It comes from the idea of roaming eyes that are gathering and collecting data.

Understanding is the ability to build on knowledge. Given the right information, we can do some things.

Wisdom is knowing whether to do or to not, and how and how not (and why and where and who and what).

I recently read an article that suggested the future of the CIO is threatened as LOB executives learn tech faster than CIOs learn business. 

Maybe, if you believe in executive floors rather than teams, or in understanding being sufficient without wisdom. But likely not.

Why CIOs Are Not Threatened By Tech-educated LOB

Because I can play basketball, and I would be an idiot to volunteer to play in an NBA game. That level of play is too fast and requires intelligence of the game, not just ability to play in it. 

People can know and understand technology. They can incorporate all the cool new developments. They can even build and demonstrate an ability to play in the field. 

But the game. The game is fast. The players know each other and each other’s moves. Showing up and expecting to be in the starting lineup isn’t just misplaced, it’s dangerous.

The article had some great points. CIOs need to:

• Strengthen advisory skills, build relationships and embrace strategic transformation (CIO Mastermind can help)!
• Ensure effective joint business outcomes between IT and LOB.
• Leverage emerging technology to lend business a competitive advantage.
• Become the Chief Business Technology Officer (or, as I argue, and eventual CEO).

But the article also made clear the dangers of LOB running ahead with their own technology solutions:

• Initiative backfires due to lack of proper planning and best practices
• Compliance ignorance
• Security threats
• IT governance violations
• Vendor and supplier failure

So What Is Really Happening?

CIOs are learning lines of business in order to be a more effective partner.

LOB is learning technology to be a better player, but not a solo player.

In other words, the team is coming together. 

CIOs are not going to be as business proficient as the experience represented in their counterparts. They don’t need to be. A certain level of knowledge and understanding is enough. Relying on the expertise of another will take care of the rest.

LOB isn’t going to be as IT proficient as the CIO (unless the CIO is coasting). They don’t need to be.

CIOs don’t need to feel threatened. Lead out in partnership. Dive into the wisdom pool. 

A word to CEOs: Are you building a wisdom pool? You, above all, have the authority to translate competitive spirits (which we love) into team performance.

I remember when the Denver Nuggets, the 8-seed, upset the Seattle Sonics, the 1-seed, in the NBA playoffs a number of years ago. Afterwards, one of the Sonics players said, “We lost before we ever got on the court. The chemistry in the locker room just wasn’t there.”

CEO, it’s your locker room. CIO, it’s hard to look forward with your business peers when you are always watching your back. We don’t need the doomsday prophecy. We need the assertive leader. Go lead.

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