The authors argue that the CIO role is no longer just a steward of an organization’s technology. Now, a CIO must balance multiple roles to be effective. What are those roles? Read On…
This study investigates practices and behaviors that successful CIOs depict and whether leadership theories can help challenged CIOs become successful.
The authors argue that successful CIOs must manage both the quality of delivery of IT services and their cost. The paper lists the top ten challenges faced by CIOs in 2010 and the decade after.
This research study tracks the evolution of the CIO role from the back office maven to technology driven strategic business leader. It highlights the characteristics of this new role, challenges it faces and the changes still to come.
This article paints a picture of the future, the role technology will play in it, and the demands that will be placed on the technology steward aka today’s CIO – What will be on the CIO’s agenda ahead? Will there actually be a CIO in the future?
Today’s employee is tech savvy and armed to the teeth with gadgets – each day this horde grows with new, increasingly more sophisticated devices! How is the CIO to cope with this trend? Is it changing the role of the CIO itself? This research provides insights into this issue – the fundamental drivers of IT consumerization and how the CIO can embrace that force for the good of both the enterprise and the user.
The authors describe a shift in value creation opportunities in the enterprise and make the case for a different response from and skills of a chief information officer (CIO).
This research paper introduces a model that links the CIO role with organizational performance and highlights the critical factors contributing to the chief information officer (cio) role and ultimately, IT success.
What distinguishes a hi-impact CIO from their peers? The author presents the core characteristics that make the difference between also rans and CIOs who are seen by their business partners as being up to today’s challenges.
The CIO’s dilemma consists of two forces pushing the role and the business benefit in opposite directions. The first force is simplifying what used to be challenging. The second force clears the path for more strategic value and promises more clout and responsibility than CIOs have ever had before. The best CIOs are beginning to act as chief innovation and process officers.
