This chapter discusses getting the CIO role on the executive team – What role should the CIO possess? What are the CIO’s primary responsibilities? Where does the CIO sit in relation to other organizational leaders? And finally, what must the CEO do to help develop and nurture the CIO?
This presentation defines the ideal CIO and compares them to CIOs in practice, discusses the challenges for CIOs to succeed and questions if they can.
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.
This presentation discusses the key elements, a maturity model, and key performance metrics to monitor and control a successful IT organization.
The author argues for a revolutionary role for the CIO – not just business leaders or strategists that the evolution of the role envisages. In 2011, a CIO needs to be a revolutionary "because cloud, social computing and mobility are fundamentally disruptive capabilities, shaking up business models and transforming how business is done"<br /><br />Can a CIO be a revolutionary who "challenge old rules, break up established institutions and overthrow business as usual – in the name of the greater good."
The survey says: innovation, process, alignment!
This study compares leadership roles, individual characteristics and position characteristics of newly appointed IS/IT executives (those who have been in their position for two years or less) with established IS/IT executives…Survey results indicate that new leaders spend more time in the informational role and in the change-leader role than established leaders.
This paper, written in 1999, examined the evolution of the CIO role and speculated on its future direction. Did these predictions come true? You be the judge!
