It can be stated that the role of the Chief Information Officer (CIO) is about managing the technology for organizations. COI’s role is obviously being evolved into a more strategic, in light of the maturity of Information Technology in organizations. In that regard, such evolving role focuses on supporting and influencing the strategic direction of the company, carefully aligning the business goals and the IT. The role of the CIO in that matter can be seen through the statement that there is no element of the IT that can be considered as strategically important for the organizations; “None of the pieces are strategic by themselves. None. IT has too many parts” (Stenzel, 2007). Accordingly, the future outlook for the CIO role in organizations is better explained as an executive of a separate enterprise, which cooperation with the main company is viewed as business functions consuming the services of the IT enterprise. Such view enables better alignment with the strategic direction of the company, and at the same time, it enables better performance management. Such view of IT in the organization provides a better explanation of the way the CIO will be able to better harmonize each part of the department-enterprise, deliver better value for the organization, and what is most important, the CIO will be capable to develop the assets of the enterprise. Accordingly, it is a better way of building an influence over business. As stated in Fortune 500 CIO, the CIO’s influence is about building the right relationships. IT as a service for which the organization will be an internal customer will better suit the strategic direction of the company, where on the one hand, the application will be developed to suit to solve specific tasks, for which accordingly a market price will be paid, rather than price driven by costs. Although, the prices set might not go in the accounting system of the company, they will provide a truthful representation of a performance and “drive better decision making” (Stenzel, 2007, p. 154). On the contrary to what it might be assumed, such cooperation will enable closer relationships between the IT and the organization, in meeting the company’s strategic objectives. At the same time, the IT will be able to develop its capacity. External collaboration was found to be an important priority for the world’s chief executives, in which such collaboration will be capable of building the company’s innovative capacity (Center for CIO leadership, 2007). The qualities required to for the CIO are numerous and might include a leadership role, building IT staff potential, contribution to strategic planning, being able of identifying opportunities for business processes, resourcefulness, and good relationship managers (Center for CIO leadership, 2007). Such skills and qualities are found to be important in taking a higher strategic role in the company. Accordingly, the involvement of the CIOs in the strategy of the company will lead to them marketing their services to the organizations, in the way IT can be strategically important for the organization. On the other hand, the company will not be concerned with questions such as the costs of a service or an application, and/or its purpose. They will have problems to solve, for which IT capacity will not be developed for the sake of IT, rather than for solving those tasks. In such way CIO will orchestrate IT’s sections to “play harmoniously together to deliver strategic valu