Look around, and you’ll observe that the most successful CIOs are business leaders – not pure technologists.

I’ve held a variety of roles – both IT and non-IT with P&L responsibilities – at my present company and, among others, at Philips, Pfizer, DHL and Merrill Lynch. Almost all the good CIOs I know have a deep understanding of business that is on a par with any other CXO.

These CIOs are not enamoured by technology, but instead are always asking vendors and partners about the business benefit and ROI of everything they do. Most are able to hold a conversation on broad business subjects with management, and challenge their CEOs on why they should be engaging the board. Their “soft skills” are well honed, and they are, in many cases, handling additional responsibilities within their enterprises. Some CIOs are also seeking lateral career movement; a few are even nudging the CEO chair.

This is a reflection of how the CIO’s role has evolved in recent years, and continues to break new barriers. I believe that all CIOs who want to make a positive difference to their business – and their careers – should possess the following key attributes:

• A deep understanding of business activities, both generically and also specific to their industry
• Confidence with budgets, business process, metrics and influencers
• The ability to confidently present 
in a management group meeting without resorting to tech jargon
• The trust of the people within 
their team and their end-users
• The ability to negotiate effectively with a vendor or user
• The ability to resolve conflict
• The ability to hold their head high and have a disagreement with their CEO
• The ability to deliver promised results.

But the million-dollar question is: what about technology? The CIO is expected to understand the benefits of various technology solutions without getting deep down. For that, an able and dependable team of deputies would do. Vendors too are happy to educate the team on the finer nuances of various options, though with a leaning towards their own version of a solution.

However, having deep understanding of technology with limited business acumen can definitely turn into a disadvantage as it constrains the ability to collaborate with other CXOs in a meaningful way. Is a combination of mastery in technology and business possible? These are rare exceptions and there may be a handful at best. If it boils down to a choice between the two, the key ingredient for success is the understanding that the business of IT is business, and not technology – or else IT will always remain a cost and not an enabler.

Arun Gupta is group CIO at K Raheja Corp, the Indian real estate, hotels and retail giant, and CTO for its Shopper’s Stop department store chain. His blog is called Oh I See (CIO inverted).

Do you agree with Arun Gutpa's point of view? Have your say by commenting below. See also this contrasting opinion from Nick Lansley, head of R&D at Tesco.com.