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).
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.
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 defines the ideal CIO and compares them to CIOs in practice, discusses the challenges for CIOs to succeed and questions if they can.
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?
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.
