CIOs often explore new opportunities in their industry. They may jump from a mid-sized company to a large enterprise to gain growth experience. A CIO of a large company may prefer the hands-on approach of a smaller organization.

Either way, the shift requires developing new skills. It also means thinking on a different level and dealing with varying tasks. This article will outline the unique specifications of each enterprise, preparing you to handle various CIO roles and thrive in any environment.

What are the Main Differences?

A CIO of a mid-sized company manages smaller teams, oversees system implementation and day-to-day operations, and troubleshoots technical issues. CIOs of larger enterprises supervise a vast infrastructure, multiple teams, and complex projects. Their tasks also include strategic planning, budget management, and stakeholder alignment.

Developing the Right People Skills

CIOs of mid-sized companies work closely with their employees. They must build resilient teams, understand how new technology impacts workers, and ensure they can pivot to new systems. CIOs must nurture and guide teams to help them adjust and minimize feelings of anxiety.

Leaders of larger tech departments work more closely with investors and upper-level management. The nurturing approach is not as necessary. Instead, they may be more focused on negotiation skills, ensuring stakeholders support their ideas and that they broker the best deals.

However, there are several skills that CIOs should employ when working with people regardless of their organization size. These include:

• Transparency: Leaders must promote transparency by keeping stakeholders in the loop, being accountable, and backing up facts when necessary.
• Emotional Intelligence: CIOs must pay attention to people’s body language, actively listen to support teams, and improve negotiation skills.
• Problem Solving: Leaders must think outside the box to solve common problems creatively.

Tech Adoption

The approach to tech adoption also varies based on company size. When updates are needed, mid-sized firms often seek ways to adapt existing tools or integrate add-ons. This a budget-friendly method, but it may offer additional benefits that CIOs of large companies are unaware of.

For example, a CIO of a larger company may choose to overthrow the existing system and adopt a more extensive system. This approach might seem the easiest solution, and they may have the budget to do so. However, they may not realize that this means eliminating some systems that may be useful to the company.

Before a revamp of tech systems, leaders of large enterprises should talk to managers to determine which systems and features their teams can’t be without. This approach ensures optimal functionality, seamless transitions, and higher employee satisfaction.

Understanding What Data is Important

Data is utilized by all CIOs regardless of the size of the company they lead. However, an innovative leader will not get bogged down with vast information. They will determine which information is helpful to them and extract it accordingly.

For example, a CIO of a mid-sized company may work with a CRM. The information should be updated automatically and exported to a Google sheet for the whole team to review. This approach supports collaboration on an everyday level.

CIOs of larger companies may be more focused on business growth. They will look at data surrounding market trends and draw reports to present to stakeholders. CIOs may also consult with other leaders to learn how new tech adoption can help support departmental goals.

Collaborating with CEOs

Large companies tend to involve multiple leaders when decisions are made. In a mid-sized company, CEOs may be the primary decision-makers. They may take a more casual approach when consulting with other leaders.

This could mean tech needs are overlooked. CEOs and other leaders may not fully understand the organization’s tech needs and may not consider them when making decisions.

In these situations, it is up to the CIO to educate the CEO and other decision-makers. In doing so, they must avoid technical jargon and clearly show how specific tech adaptions can boost organization-wide efficiency and profitability. If CIOs cannot get in front of the CEO, they may consider enlisting a mentor or another higher-up to ensure the importance of tech advancements is communicated at the discussion table.

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