Dear Bob ...I've been reading your column for a while and really appreciate your columns. I need some of your valuable quidance.Can you list down 3-5 objectives for CIO, CFO and CEO?Thanks.- Goal-orientedDear Oriented ...I can either list dozens or none. The problem is that the objectives for anyone operating at the executive level are dictated by circumstance, not title or role. A CEO brought in to turnaro Dear Bob …I’ve been reading your column for a while and really appreciate your columns. I need some of your valuable quidance.Can you list down 3-5 objectives for CIO, CFO and CEO? Thanks.– Goal-orientedDear Oriented … I can either list dozens or none. The problem is that the objectives for anyone operating at the executive level are dictated by circumstance, not title or role. A CEO brought in to turnaround a company with strong revenue but out-of-control spending has a far different set of objectives than one brought in to take over for a highly successful predecessor who plans to retire next year.The size of the organization has a great deal to do with the answer as well: A CIO who manages 15 people has a very different job from one who leads a 1,500-person division.Having said that, here are some thoughts that might help: For all of them:* Establish a clear sense of purpose for the organization, an equally clear understanding of where the organization is headed, and promote them eloquently and consistently.* Do whatever it takes to make sure the organization has the right people, with the right skills and the right attitudes, in the right roles. * Define an organizational style and culture that results in employees pulling the organization in the right direction, rather than managers having to push; then make the culture happen.For the CEO:* Make sure strategy and vision are accompanied by plans for implementation, and make sure the company reserves resources for them – they aren’t going to happen through hope and speechifying alone. * Beyond all other cultural traits, create an environment that values evidence and logic in making important decisions.For the CFO:* Make sure all systems, processes and reporting provide clear and accurate information about What’s Going On Out There. * Beyond all other cultural traits, create an environment that focuses on investment and value, not just on cost.For the CIO:* Build an organization that has strong collaborative relationships with the rest of the business, focused on helping the business improve and not just on delivering software that “meets or exceeds requirements.” * Constantly find ways to shift spending from responsibilities that maintain value (operations and maintenance) to responsibilities enable new value (development and enhancements), without reducing maintained value.Hope this helps.– Bob Technology Industry