Likely sources of knowledge include the organization's Web site, annual reports, ASX filings where applicable, and press articles. Also, be prepared to use existing networks to gather intelligence about the organization, its directions, its values and its people. Ask probing questions of the network and/or the recruiter involved; e.g. Under what circumstances did the previous CIO leave? How many CIOs were in the role prior to that and how long did they stay? What major business initiatives are under way and planned? How is IT viewed by the senior executive? What legacy issues are laying in wait for you as new CIO?

The report also suggests leadership is the quality organizations want in their CIO, above all others. The organization expects their CIO to understand, nay, anticipate key organizational IT needs then successfully lead the associated program of change.

And they also demand 'C-level credibility'. "This concerns the CIO being viewed within the organization as a broadly based individual and a suitable peer for others who have achieved the same executive status. It requires the CIO to be tuned in to all aspects of the organization and to contribute meaningfully on matters outside the IT domain."

And the report - formulated after telephone interviews with leading IT recruitment and executive search firms - recommends the new CIO should carefully select the most appropriate driving modalities that best characterize the major themes that they, as the new IT leader, will pursue. Failure to act as outlined may prove career limiting, it says.

IBRS suggests a good place to start is to figure out whether the organization you plan to join as CIO is:

• 'Fighting-for-survival' - Aiming to regain a foothold in their chosen sector; • 'Maintaining competitiveness' - Neither leaders nor followers; • 'Breaking away' - Wanting to make ground and willing to take some risks to get there.

"Use this classification, coupled with market intelligence to begin mapping out some of the major initiatives that will gain the attention of the senior executive from the outset," the report recommends.

Recommendations:

• Start learning about the organization and its IT challenges well before commencing as the new CIO. • In the event of internal appointment, whilst there may be some strong organizational context, it is likely to have been filtered through the lens of the role previously held. Try a zero base approach by taking the same due diligence steps as those recommended for external candidates. • The new CIO will be expected to behave as a driver leading IT-based initiatives within the organization; take care to select those driving modalities most apt for the organization at that stage.