This CIO survey polled over a hundred and fifty CIOs from every business sector to shed light on the trends and outlook for the IT function. The conclusion? "faced with increasing competitive pressures, accelerating decision cycles and a new generation of tech savvy users, companies are looking to their CIOs as advisors and agents for business responsiveness, agility and collaboration."
CIO role has come a long way however, getting a seat at the executive table is a hard thing for CIOs in many organizations. This article provides a framework to assess an organization’s willingness to accept the CIO as an "equal" to their business counterparts, concluding that "dominant assumptions about IT in different areas of an enterprise can explain differences in CIO status"
This article presents an analytical framework that explains how IT-enabled change can be driven in practice – this research addresses exactly what it is that managers must do to successfully lead IT-enabled change.
The author presents a framework for CIO performance arguing that IT’s contribution to business results or a CIO’s performance is not just contingent upon their capability but also on other factors – some of which are directly related to others in the C-Suite.
The authors propose that there are five different models/types of CIOs – utility, evangalist, innovator, facilitator, and agile – and the best one for an organization is determined by the role IT plays in business strategy and leadership maturity.
This article discusses the emerging Chief Information Officer (CIO) role of business technology strategist and its relationship with the three traditional IT manager roles – informational, decisional and interpersonal.
This report presents the findings of a survey on 22 key human resource topics. It also provides case studies on specific company initiatives and a supplement on fostering diversity for business value (not just for legal or social reasons)
This survey of 641 IT Executives finds that the role of the CIO is changing – not gradually but rapidly – to that of a business leader focused more on innovation and transformation.
This study examines how organizations are rewarding performance in a cost containment business climate.
This whitepaper argues that unmotivated employees create problems but motivated employees unable to turn their enthusiasm into action can be even worse! The solution? Connect employee surveys with business strategy; measure employee engagement but do not forget other key performance drivers…
