Change isn’t about implementing a difference; it’s about reaching fulfillment. No one cares that we do something differently; we all care about a preferred future.

Transformation and innovation are about an end. Yes, the work will always continue, and we invest in generations to carry on beyond us. But for now, we push toward a time in which we can say “We did it.” Then, with the time that is left us, we understand the times, know what needs to be done, and push ahead again.

Transformation is the environment; innovations are the living things. As a CIO, you have been working to change the technology and business environment. Now, one of the greatest needs that your peers voice is the ability to drive business innovation.

We have reached the shore of “Now what?”

Today’s CIO must rally, craft and drive, three skills you read from me often.

You now find yourself in the place to do better things, not just to do things better. You must weigh outcomes and business priorities. You live in the tension of innovation, operations and security.

You must innovate the technology capabilities that drive from your business processes toward competitive advantage.

And you do so in multiple arenas:

• Technology systems and processes for operational efficiency.
• Workforce tools for productivity, data access and learning.
• Business solutions with user experience and products in mind.

You have never had more to rally, craft and drive.

To pull it off, CIOs need to concentrate on four key leadership attributes.

1. Listen and learn. Listening involves both those inside and outside your company. Obviously, your peers need you, and working cooperatively is critical. What system do you have in place for regular input and coordination that anticipates need? Likewise, innovation requires listening to the end user. How are you coordinating with Marketing in particular to increase your listening.
2. Educate. As CIO, you are on the growth edge, more than anyone but the CEO. Have you built a framework by which you are providing insight and thought to peers, employees and stakeholders? Frameworks include information cycles on trends, business impact, research and development, current reactions and projects, and business line tie-ins. Education must anticipate the bottleneck and let critical information be the first strike at breaking the logjam.
3. Model. The CIO certainly prioritizes reliable and cost-efficient operations and delivery. The key is if you want to affect the company at large, prove it out within IT. Make IT the standard in the typical barriers you need to overcome: culture, debt management, risk aversion processing, and buy-in with proof of concept.
4. Build Alliance. The CIO is now needed to be far more agenda aware, knowing what stakeholders and others want as well as what they don’t want. Knowing what they want informs direction; knowing what they don’t want avoids wasted effort. Funding collaboration is becoming more necessary, and CIOs are looking to outside partnerships and sources. Working with stakeholders on governance ensures that ideas in demand are going through the evaluation, assessments and business case studies that are required for advancing forward. Finally, co-creation with cross-disciplines and end users are essential to iteration and “learning fast.”

Things have happened quickly in your life. Your role has shifted and your responsibilities have increased. The environment changed and you have the window to take advantage of it. Innovation calls. The skills are within you and mentors surround you. Structure your response with these essentials, and you and your team will drive to the future you have envisioned.