The importance of the CIO-CCO connection in IT projects

One of the keys to ensure a good implementation of any technological initiative has nothing to do with the technology itself. It’s communication. Knowing how to listen to the needs, obstacles, or doubts of all staff and communicate the importance of the project to all teams, not just the one in charge of the technical part, is essential to get the whole company on board, and get the most out of it. For this bilateral correspondence to be effective, the relationship between CIO and CCO, the people in charge of the IT and communication, must be fluid.

The importance of good teamwork between these positions becomes clear when the main obstacles to a successful digital transformation process are revealed. One of the most frequently cited is the resistance to change among the workforce. Here, knowing how to communicate the reasons and advantages of this change, and listening to and accompanying the staff during the process is essential. It’s a matter of combining cultural and organizational factors with a purely technological one. 

Another obstacle is the existence of detrimental silos, but that’s a problem that can be solved with an effective implementation of digital workplace tools. These are just two examples, but they effectively summarize how it’s necessary for the people in charge of technology and communication departments to work hand in hand.

A relationship driven by tech evolution

The changes that the CIO role has undergone in recent years have played an essential role in building this collaboration, which allows IT leaders to pass on their knowledge to the rest of the company, making them aware of the importance of integrating digital tools, and handling themselves skillfully among other specialists.

This has changed the relationship with the person in charge of communications, explains Mar Vilaseca Vilà, sales manager at multinational HR consultant Randstad Digital. “Historically, these roles worked in isolation, with the CIO focused on technology as operational support and the communications manager focused on the external and internal narrative of the organization,” she says. “But today, technology is a strategic pillar, and the success of many digital initiatives depends on effective collaboration between both areas. Now the CIO must ensure that technological solutions are understandable and useful, while the communications manager translates these advances into clear messages that promote adoption and generate trust.” 

Support to the entire organization

Belén Graña, chief innovation officer at Spain’s ESIC University, says a recent restructuring has combined the innovation department with IT, so tech isn’t understood solely as digital tools but is applied to all levels of the organization. Overall, the evolution in IT has made those in charge become most knowledgeable about the organization, she says, since technology is something that crosses all departments. “They collect information from all processes, and connect them with other areas,” she says. This transversal nature is something CIOs and CCOs share, and, as such, both positions can help facilitate an organizational culture open to change and innovation.

On the comms side, Isabel Santomé, marketing manager at Spanish ice creamery Pink Albatross sees the change as well. “There’s been a lot of evolution,” she says. “With digitalization and the increasing weight of digital platforms in the company, there’s an increasing need for interaction.” In her experience, this change is relatively recent since up to 10 years ago, comms didn’t speak with IT but now it’s included in strategic plans as astakeholder because it’s needed to develop or execute tools and initiatives.

But such new dynamics come at a cost. “This change isn’t without cultural and organizational challenges,” says Vilaseca. “A main one is the lack of a common language between the two areas. CIOs often use technical terms not always easily understood by the rest of the organization, while those responsible for communication prioritize narrative clarity and emotional impact. Plus, employees can be reluctant to change, which makes it crucial that IT and communication work together to manage this transition effectively.” She also stresses that priorities differ: from the tech side, the functionality, security, and scalability of solutions are rewarded, while in comms the focus is on perception, accessibility, and impact on reputation.

That’s why cross-departmental collaboration is essential, says Santomé. “Ten or 15 years ago, it was possible to establish a brand strategy almost isolated from the technology area,” she says. “It wasn’t ideal, but it was possible. Today it’s almost unimaginable.” 

A cultural and organizational evolution

Although Graña prefers not to talk about specific relationships between positions, she highlights the importance of collaboration, but raises a key issue: the training gap. With each new technology, she explains, there’s the need to teach the human team and another part for communication and marketing. This implies a degree of evangelization about the function of the IT department itself, and the initiatives it has in hand so people truly understand the project and what it consists of. “I’m not only going to explain what your process is like and what part of the tool you use, but also what tools there are in the organization, and how they’re connected and in service to what project you’re working on,” she says.

For her, this is where the cultural change of new generations is seen, as they seek to be part of a common project. Depending on the organization, this will require coordination between IT and communication teams, or the creation of separate channels for each department to communicate. “One of the great challenges for all organizations in the field of technology is to communicate,” she adds.

Vilaseca agrees it’s essential both areas share a vision aligned with the company’s strategic objectives. “This involves establishing two-way communication in which both roles understand each other’s priorities and limitations,” she says. “In addition, cross-training can be a valuable resource, as communications teams can benefit from acquiring basic notions about technology, while CIOs can develop storytelling skills to convey technical ideas in a more accessible way.” Along the same lines, she speaks of the usefulness of forming interdisciplinary teams from the start of projects.

Santomé concurs as well. Any collaboration, she says, is always positive for a company since it allows for defining and implementing more cohesive business strategies. At an organizational level, though, implementing these collaborations can be cumbersome at first. “But once the appropriate processes and communication channels are established, it improves the achievement of objectives and the work environment,” she says. “It reinforces the idea of ​​‘all for one’ and the value of different departments.”