The following years put the bank at the forefront of global innovation and excellence in execution. The bold CIO-to-CEO experiment arguably succeeded well beyond expectations.
Even so, Rush cautions that in some organisations, the standing of technology leadership and the CIO role could, and should be, far more effective and mature than it is at present.
He sees this partly as a cultural challenge, as there is not always the will or impetus across executive roles to accept and embrace change as a necessity at the top, and bring in fresh thinking.
"The companies that are not doing so well are the ones that push the hiring decisions down to other people in their organisation," Rush says.
"In particular, where HR [human resources] either doesn't have a seat at the table or doesn't have the experience required to make those tough decisions around bringing in someone who is 'counter culture' or going to help with vision and innovation - as opposed to hiring people who fit the current culture."
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