This ability cannot be developed by taking standard certification courses or subscribing to e-learning programmes. It results from constant communication with end users and a keen interest in acquiring business knowledge.

'For instance, I encourage my team to try buying mutual funds to understand how a system should be designed to facilitate this kind of trading,' Mr Leung said.

Over the past 20 years he has made a point of learning from clients, end users and other professionals about how technology should meet corporate needs.

After earning his master's degree in electrical engineering in the mid-1980s and holding a short-term teaching post at the then Hong Kong Polytechnic, Mr Leung moved into the IT field with Philips, where his responsibilities involved telecoms and data systems.

He later focused on developing an IBM operating platform with system integrator CSA, a company which has been known as CSC for the past two years.

However, keen to branch out after almost 12 years in a vendor environment, he made the move into consultancy by joining the managed consulting services arm of PricewaterhouseCoopers and has not looked back.

That gave him the chance to do both IT and non-IT consulting and have close contact with bankers. Offers subsequently arrived to work for Dao Heng Bank and Standard Chartered Bank on different types of systems. In 2000, he was hired by his current employer to head a team of 70 and oversee all IT functions.

Mr Leung recognises the value of his varied experience. 'I am very lucky to have been in both vendor and consulting environments because that has allowed me to see things from different perspectives,' he said.

'If I had only worked for a bank, I'd just have a user's perspective, but now I understand both worlds, which is very important for the role of chief information officer.'

He encourages young IT graduates to work for vendors and/or consulting firms before they move to other enterprises.

'In a vendor or consulting company you develop an acute sense of responsibility because you must deliver what clients need on time. If you don't, your company might end up being taken to court by the client. In contrast, a user environment is comparatively relaxed because the end users are not outsiders.'

In addition to a relevant degree, anyone interested in breaking into the IT industry must possess analytical ability and think logically. Mr Leung said these qualities were of particular importance for a position such as systems analyst.

An understanding of business issues is vital because systems are developed to meet business requirements and drive growth. Management skills are also essential for anyone thinking about long-term career prospects.

'When you reach positions like project team leader, you need to head a number of people and such skills become a necessity,' he said.

Mr Leung also emphasised the need to communicate well, which becomes more important the higher you go.

'No IT executive can work in isolation and just do coding. They must liaise with users when developing prototypes, which probably makes communicating the No1 skill.'

To improve this ability, he suggested that IT professionals should take part in industry events and, if possible, consider accepting invitations to speak at conferences. Mr Leung makes several IT-related public speeches every year.

As chief information officer, his average day involves meetings with various in-house committees and the preparation for such meetings. Many relate to IT deployment strategy and solution architecture, while his other regular duties include vendor appointments, reviews and planning.

In overall terms he said it was not too difficult to break into the IT field. 'If you are realistic and not asking for the sort of salary level seen in the dotcom era it should not be a big problem to find an opening,' he said.

Previously, an entry-level programmer might have been paid more than $10,000 a month, but they should now expect something closer to $9,000. In general, salary levels have remained stagnant for the past few years because IT is now seen as a necessary evil by the senior management of most organisations rather than a way of achieving a strategic differentiation.

'In the dotcom era, IT was seen as something that could be used to outperform the competition. Now, it is needed to sustain a business rather than as a differentiator,' Mr Leung said.

For example, when one bank launches wireless banking, others will follow within no more than six months. Because they will all have access to the same type of technology, the level of services available in the market will remain essentially similar.

He also advised young people with an interest in the field to be selective about the areas they specialise in, particularly when moving to a new job. A smart move is to choose high-end, high-value systems and applications.

'Though the more routine ones, such as for accounting and inventory management, are crucial, they are less mission-critical.'

High-end applications include stock trading and dealing room systems, and anything used by firms in highly regulated industries because they cannot afford to make mistakes or violate regulations.

Mr Leung advised that, unless you are already highly specialised, you will need to get used to competing with mainland IT professionals. Many companies are already outsourcing projects to software houses or setting up offshore development centres on the mainland, and the people there are often capable of assuming senior roles.

Having reached the highest IT position in his company, Mr Leung's goal is to make a better contribution to overall business development.

Though there are examples of techies becoming chief executives, he says he is not ready for that. He still loves working with technology.

Know the system

To break into the IT field, you need to:

Have a relevant degree and be analytical and logical;

Understand business issues and how IT can be aligned with business functions;

Possess excellent communication skills;

Develop management skills when moving on to senior positions.

Salaries

Chief information officer

Salary varies

Promotion depends on performance

Unit head

Salary varies

Promotion depends on performance

Senior project team leader

$50,000 to $60,000

Promotion depends on performance

Project team leader

$40,000 to $50,000

More than 10 years' experience

Senior system analyst

$40,000 and up

10 years' experience

System analyst

$30,000 to $40,000

Six to seven years' experience

Senior analyst programmer

$30,000

Four to five years' experience

Analyst programmer

$20,000 to 30,000

Two to three years' experience

Programmer

$10,000 or less

Entry-level position