Diferentes Roles que realizan los CIO en sus empresas, dependiendo del tamaño de esta y con posibilidad que hayan mas de un CIO que cumplan estos roles
PwC’s new Golden Age Index – how well are countries harnessing the power of o...PwC
One of the key megatrends affecting the UK and most other developed countries is an ageing population. Harnessing the potential of older workers will therefore become an increasingly important source of competitive advantage for both nations and businesses.
To explore how the UK compares with other OECD economies in this regard, PwC has developed a new ‘Golden Age index’ comparing how well they are utilising workers aged 55 and over. The index includes relative employment, earnings and training rates for older workers for 34 OECD countries over the period since 2003.
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton
Booz Allen Hamilton partnered with government market research firm Market Connections, Inc. to conduct the survey of military decision-makers. The research examined the main features of Integrated C4ISR through Enterprise Integration: engineering, operations and acquisition. Two-thirds of respondents (65 percent) agree agile incremental delivery of modular systems with integrated capabilities can enable rapid insertion of new technologies.
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
Infrastructure Victoria - AZ/ZEV International ScanL.E.K. Consulting
InfrastructureVictoria for released the Evidence Base that will inform its advice to the Victorian Government on the infrastructure required to support automated and zero emissions vehicles. The Evidence Base includes the findings of ten projects to address key areas, including transport, energy, ICT and urban design. L.E.K. Consulting contributed to this work program, undertaking an international scan of the regulation and technical standards relating to automated and zero emission vehicle technologies.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
PwC’s new Golden Age Index – how well are countries harnessing the power of o...PwC
One of the key megatrends affecting the UK and most other developed countries is an ageing population. Harnessing the potential of older workers will therefore become an increasingly important source of competitive advantage for both nations and businesses.
To explore how the UK compares with other OECD economies in this regard, PwC has developed a new ‘Golden Age index’ comparing how well they are utilising workers aged 55 and over. The index includes relative employment, earnings and training rates for older workers for 34 OECD countries over the period since 2003.
Booz Allen Hamilton and Market Connections: C4ISR Survey ReportBooz Allen Hamilton
Booz Allen Hamilton partnered with government market research firm Market Connections, Inc. to conduct the survey of military decision-makers. The research examined the main features of Integrated C4ISR through Enterprise Integration: engineering, operations and acquisition. Two-thirds of respondents (65 percent) agree agile incremental delivery of modular systems with integrated capabilities can enable rapid insertion of new technologies.
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
Infrastructure Victoria - AZ/ZEV International ScanL.E.K. Consulting
InfrastructureVictoria for released the Evidence Base that will inform its advice to the Victorian Government on the infrastructure required to support automated and zero emissions vehicles. The Evidence Base includes the findings of ten projects to address key areas, including transport, energy, ICT and urban design. L.E.K. Consulting contributed to this work program, undertaking an international scan of the regulation and technical standards relating to automated and zero emission vehicle technologies.
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
Has U.S. defense, diplomacy and development adopted a “smart power” approach? In this follow-up to a 2010 report, the Government Business Council (GBC) evaluates progress towards increased interagency collaboration and how budget pressures may change foreign policy. Moderator is GBC's Associate Director of Research Erin Dian Dumbacher and Speakers include Booz Allen senior associate's Cheryl Steele and Jonathan Allen. Download the full report here: http://www.govexec.com/gbc/report/smart_power_2011/
Learn more about Smart Power: http://www.boozallen.com/smartpower
Deloitte Software As A Service Deloitte SeminarTheo Slaats
Presentation of Theo Slaats, partner at Deloitte, on "Software as a Service" during a seminar of Deloitte and Oracle on October 8, 2008 in Amsterdam.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
Workshop given at the Willamette Valley Development Officers Annual Conference May 17, 2012.
Helping nonprofits to think strategically using a venture philanthropy mindset
The Diversity Imperative: 14th Annual Australian Chief Executive StudyPwC's Strategy&
This report provides insight into the 2013 Australian Chief Executive Study findings, compares the results to the global market and identifies trends. Our analysis looks at trends relating to performance and tenure; reasons for CEO turnover; and the number of insider appointments versus outsider appointments.
Executive Perspective Building an OT Security Program from the Top Downaccenture
Designed for executives, this non-technical track addresses key components of a successful OT security program. The discussions are intended to spark conversation and this guide highlights key takeaways on what works, what doesn’t and what’s next. https://accntu.re/3N7KmiZ
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
CEOs and HR leaders must be ready to meet the future and foster a workforce that’s agile, skilled and innovative. Culture and people are the key elements to help organizations truly thrive as they undergo digital transformation.
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Accenture developed an economic model to understand how AI will impact the U.S. federal workforce, through automation and augmentation. Learn more: https://accntu.re/3hsRG8O
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
Has U.S. defense, diplomacy and development adopted a “smart power” approach? In this follow-up to a 2010 report, the Government Business Council (GBC) evaluates progress towards increased interagency collaboration and how budget pressures may change foreign policy. Moderator is GBC's Associate Director of Research Erin Dian Dumbacher and Speakers include Booz Allen senior associate's Cheryl Steele and Jonathan Allen. Download the full report here: http://www.govexec.com/gbc/report/smart_power_2011/
Learn more about Smart Power: http://www.boozallen.com/smartpower
Deloitte Software As A Service Deloitte SeminarTheo Slaats
Presentation of Theo Slaats, partner at Deloitte, on "Software as a Service" during a seminar of Deloitte and Oracle on October 8, 2008 in Amsterdam.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
Important trends continue to shape the technology, media, and telecommunications (TMT) industry. What developments should you anticipate in 2017? https://subscriptions.deloitte.com/default.aspx?eventid=1323075
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
Workshop given at the Willamette Valley Development Officers Annual Conference May 17, 2012.
Helping nonprofits to think strategically using a venture philanthropy mindset
The Diversity Imperative: 14th Annual Australian Chief Executive StudyPwC's Strategy&
This report provides insight into the 2013 Australian Chief Executive Study findings, compares the results to the global market and identifies trends. Our analysis looks at trends relating to performance and tenure; reasons for CEO turnover; and the number of insider appointments versus outsider appointments.
Executive Perspective Building an OT Security Program from the Top Downaccenture
Designed for executives, this non-technical track addresses key components of a successful OT security program. The discussions are intended to spark conversation and this guide highlights key takeaways on what works, what doesn’t and what’s next. https://accntu.re/3N7KmiZ
The Fourth Annual Global Mobility Study [hyperlink] by L.E.K. Consulting, Vision Mobility and CuriosityCX highlights that there is a much greater uptake of ride-hailing and other new mobility options in India and China than in mature western economies. With relatively low levels of car ownership and less developed public transport systems in these Asian countries, new mobility use is now comparable with and set to overtake traditional transport for a segment of the population.
CEOs and HR leaders must be ready to meet the future and foster a workforce that’s agile, skilled and innovative. Culture and people are the key elements to help organizations truly thrive as they undergo digital transformation.
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
CEO Best Practices for Information Technology - Bruce McCullough, CIO AdvisoryBruce McCullough
I've been fortunate in my career to have direct exposure to successful CEOs through CIO consulting advisory, speaking to CEO peer groups such as Vistage and Renaissance Forums, participating in prestigious CEO summits, serving as a member of executive steering committees, as a certified corporate director and as a former member of the National Association of Corporate Directors (NACD).
For most CEOs that have come up through the CFO and COO ranks, IT can be viewed as an overly complex, hard to understand cost only center. IT is incredibly complex to lead and technology continues to change at a dizzying pace. IT can sometimes be seen as an inhibitor and not a partner that drives innovation for top line results while improving processes and that positively impact the bottom line.
I've noticed some common IT management problems that occur for CEOs that can be easily addressed through the use of best practices. I can't cover all the best practices in this article but I can highlight some key observations based upon my experience reporting to and collaborating with CEOs.
- Bruce McCullough, CIO Advisory
A number of Scandinavia’s top IT leaders met at the Grand Hôtel in Stockholm on the 7th of November for a private roundtable dinner hosted by Financial Times columnist and digital strategist Ade McCormack. This report summarises the major discussion points.
Omni, Relignment, Cloud, Analytics, Big Data, Security etc should not remain just conversation points. The CIO strategy is, and should be continually up for renewal. The time is ripe for the CIO to lead innovation in a business and not trail the business by helping make just operations efficient.
11 Tips for Building a Winning CIO - CFO PartnershipSirius
Most CFOs and CIOs know that they need each other to ensure company success. So it would seem like a natural strategic partnership, right? Too often, however, that is not the case. These 11 tips can help CFOs and CIOs build a winning partnership.
Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.
Digital technologies have emerged as disruptive forces within corporations across all industries. These fundamental changes require a new type of leadership that will enable innovation and transformation to fully embraced. Truly digital leaders hold the key. Digital leaders in modern corporations include the CIO, CTO, CDO, and CMO.
CIO as a Leader : Building business focused IT teamscio-as-a-leader
Here are 50 profiles of CIOs taken from Linkedin. Many of these CIOs work for global 2000 companies.
Each CIO is highly regarded by their peers for IT strategy, vendor management, cloud computing, etc -- but how many are noted for their ability to develop and lead a team?
CIOs are under continued pressure by their CEO and the Board to align themselves with the goals of the business. To successfully do this, CIOs need their teams aligned with with the business goals too.
This is often easier said than done and requires the CIO to embrace the people/leadership side of their position, and take an active role in developing their own teams.
At www.cio-as-a-leader.com, you'll discover how CIOs and IT Directors can build high performance IT teams which are commercially aware and in tune with the goals of the business.
www.cio-as-a-leader.com
Servizi Cloud Computing: Scenario, Strategia e Mercato Nicoletta MaggioreApulian ICT Living Labs
Presentazione nell'ambito del workshop: OPEN DATA E CLOUD COMPUTING: OPPORTUNITÀ DI BUSINESS. Una vista internazionale - 15 Settembre 2014 Pad. 152 della Regione Puglia - 78 Fiera del Levante Bari
An agenda focused on your priorities.
This year, we’ve structured the agenda around your
mission-critical priorities, categorized under six tracks.
We’ve shifted from a framework that addresses a broad
set of roles to one that focuses on the high-impact
initiatives that you and your team must pursue to align
with overall enterprise priorities.
38C h a p t e r4 Building a Strong Relationship with t.docxBHANU281672
38
C h a p t e r
4 Building a Strong Relationship with the Business1
1 This chapter is based on the authors’ previously published article, Smith, H. A., and J. D. McKeen. “Building
a Strong Relationship with the Business.” Communications of the Association for Information Systems 26, Article
19 (April 2010): 429–40. Reproduced by permission of the Association for Information Systems.
There is no doubt that a strong business–IT relationship is now critical to the success of an organization’s successful and effective use of IT (Bassellier and Benbasat 2004; Kitzis and Gomolski 2006). With the rapid evolution of IT in busi-
ness, simply “keeping the lights on” and delivering systems on time and on budget are
not enough. Today, IT’s ability to deliver value is closely linked with the nature of its
relationship with a large number of business stakeholders. Recognizing this, many IT
functions have tried to become “partners” with the business at the most senior strategic
levels, but with limited success (Gordon and Gordon 2002). It has become clear from
these initiatives that business–IT interactions are more complex and highly resistant
to change than first assumed and that building a strong relationship with business is a
major challenge for most IT leaders.
We know that the nature and quality of the business–IT relationship are affected
by many factors such as the subfunction of IT involved (e.g., operations, application
development), the business unit involved, the management levels involved, changing
expectations, and general perceptions of IT (McKeen and Smith 2008). However,
research suggests that IT managers are still somewhat naïve about how relationships
work in business and that interpersonal interaction and clear communication are often
missing between the groups. We have also learned that perceptions of the value IT
delivers are correlated with how well IT is perceived to understand and identify with
the business (Anonymous 2002; Gold 2006; Tallon et al. 2000).
Nevertheless, we still know very little about the elements that contribute to a
“strong relationship” between IT and business, nor even about how to characterize
such a relationship (Day 2007). This chapter first looks at the nature of the business–IT
relationship and how an effective relationship could be characterized. Then it examines
in turn each of the four foundational elements of a strong, positive relationship, making
suggestions for how IT managers could strengthen them.
Chapter 4 • Building a Strong Relationship with the Business 39
The NaTure of The BusiNess–iT relaTioNship
“The IT-business relationship is a set of beliefs that one party holds about the other and
how these beliefs are formed from the interactions of . . . individuals as they engage in
tasks associated with an IT service” (Day 2007). The business–IT relationship in orga-
nizations tends to span the full range of relationship possibilities. Some members of
the fo.
38C h a p t e r4 Building a Strong Relationship with t.docxpriestmanmable
38
C h a p t e r
4 Building a Strong Relationship with the Business1
1 This chapter is based on the authors’ previously published article, Smith, H. A., and J. D. McKeen. “Building
a Strong Relationship with the Business.” Communications of the Association for Information Systems 26, Article
19 (April 2010): 429–40. Reproduced by permission of the Association for Information Systems.
There is no doubt that a strong business–IT relationship is now critical to the success of an organization’s successful and effective use of IT (Bassellier and Benbasat 2004; Kitzis and Gomolski 2006). With the rapid evolution of IT in busi-
ness, simply “keeping the lights on” and delivering systems on time and on budget are
not enough. Today, IT’s ability to deliver value is closely linked with the nature of its
relationship with a large number of business stakeholders. Recognizing this, many IT
functions have tried to become “partners” with the business at the most senior strategic
levels, but with limited success (Gordon and Gordon 2002). It has become clear from
these initiatives that business–IT interactions are more complex and highly resistant
to change than first assumed and that building a strong relationship with business is a
major challenge for most IT leaders.
We know that the nature and quality of the business–IT relationship are affected
by many factors such as the subfunction of IT involved (e.g., operations, application
development), the business unit involved, the management levels involved, changing
expectations, and general perceptions of IT (McKeen and Smith 2008). However,
research suggests that IT managers are still somewhat naïve about how relationships
work in business and that interpersonal interaction and clear communication are often
missing between the groups. We have also learned that perceptions of the value IT
delivers are correlated with how well IT is perceived to understand and identify with
the business (Anonymous 2002; Gold 2006; Tallon et al. 2000).
Nevertheless, we still know very little about the elements that contribute to a
“strong relationship” between IT and business, nor even about how to characterize
such a relationship (Day 2007). This chapter first looks at the nature of the business–IT
relationship and how an effective relationship could be characterized. Then it examines
in turn each of the four foundational elements of a strong, positive relationship, making
suggestions for how IT managers could strengthen them.
Chapter4 • BuildingaStrongRelationshipwiththeBusiness 39
The NaTure of The BusiNess–iT relaTioNship
“The IT-business relationship is a set of beliefs that one party holds about the other and
how these beliefs are formed from the interactions of . . . individuals as they engage in
tasks associated with an IT service” (Day 2007). The business–IT relationship in orga-
nizations tends to span the full range of relationship possibilities. Some members of
the focus group .
What Is A CIO? Their Evolving Job Description [White Paper]Modis
At one time, the CIO supervised an IT department that ran a company’s servers, ordered computer equipment and reset employees’ forgotten passwords. Now, as technology becomes integral to every department from marketing to manufacturing, a CIO's job description shows them functioning as key participants in nearly every business decision.
Learn the tips you need to lead the way in the new economy. Find out how to go from great IT leader to great business leader with this white paper.
Future IS ExecutiveFuture Role of theInformation SystemsDustiBuckner14
Future IS Executive
Future Role of the
Information Systems
Executive
By: John F. Rockart
Leslie Ball
Christine V. Bullen
Preface
In November 1981, the Society for Management Infor-
mation Systems (SMIS) Executive Council voted to
begin a research project to define a model of the infor-
mation systems executive of the 1980s. The purpose
of the modei would be to help Sf^lS take a proactive
role with respect to membership professional develop-
ment, and provide conferences, speakers, articles and
future research consistent with the directions defined
by the model. Richard G. H. Harris, Vice President of
Information Systems at Colonial Gas & Energy and a
member of the Sft^lS Executive Councii, and Lesiie D.
Ball, Associate Professor of Information Systems at
Babson College agreed to lead the research effort. In
addition, John F. Rockart and Christine V. Bullen of the
MIT Sloan School Center for Information Systems
Research and Leo Pipino of Babson Coliege joined the
team. The work was begun with the Executive Council
approval in November 1981 and was compieted in
August 1982.
A preiiminary model coming out of an extensive
literature search and based on several years of earlier
research work done by the team members was
distributed for review to fourteen noted practitioners
and academics. Their valuable comments helped shape
the interim modei. On April 15, 1982, a day-long
discussion group was held in Chicago with the research
team and five respected practitioners. The interim
modei was reviewed, debated, and revised during this
lively and constructive session. The resulting version of
the modei was again distributed to the reviewers who
returned further comments.
The final version is presented here. While this docu-
ment directly represents the ideas of nearly two dozen
SMIS members who participated in the project, readers
shouid recognize that it expresses the coiiected
thoughts of many other people as well.
It is written as a finai report in the form of a position
paper to eiiminate the iengthy academic background
and references normally associated with such papers.
A separate annotated bibliography was produced which
is a coiiection of the best articles found on the subject.
It will serve as a base and a model for further research.
It is hoped that the modei described in this paper wiii
serve both the SMiS Executive Councii and the informa-
tion systems executive directiy as a set ofguideiines for
positioning themselves to meet the chalienges of the
information systems function in the coming years.
There is a significant amount of unoertainty, one
might even say "confusion," about the roie of the
Chief Information Officer (CIO) in today's
organizations. The information management func-
tion itself has expanded incredibly in the past two
decades and appears on the verge of even
greater development. From an earlier emphasis
on handling historical accounting data only, com-
puter based systems today are Intimately involved
with almost all ...
If the CIO is to be valued as a strategic actor, how can he bring.docxTatianaMajor22
If the CIO is to be valued as a strategic actor, how can he bring to the table the ethos of alignment, bound to the demands of process strategic planning to move IT to the forefront of the organization's future? Is there a lack of information on strategic planning? Nope. I think the process of planning is poorly understood, and rarely endorsed. The reasons are simple enough. Planning requires a commitment of resources (time, talent, money); it requires insight; it requires a total immersion in the corporate culture. While organizations do plan, planning is invariably attached to the budget process. It is typically here that the CIO lays out his/her vision for the coming year Now a few years ago authors began writing on the value of aligning IT purpose to organizational purpose. They wrote at a time when enterprise architectural planning was fairly new, and enterprise resource management was on the lips of every executive. My view is that alignment is a natural process driven by the availability of the tools to accomplish it. Twenty years ago making sense of IT was more about processing power, and database management. We are in a new age of IT, and it is the computer that is the network, not the network as an independent self-contained exchange of information. If you will spend some time reviewing the basic materials I provided on strategic planning and alignment, we can begin our discussions for the course. Again, here is the problem I would like for us to tackle: If the CIO is to be valued as a strategic actor, how can he bring to the table the ethos of alignment, bound to the demands of process strategic planning to move IT to the forefront of the organization's future? Most of the articles I bundled together for this week are replete with tables and charts. These can be a heavy read. Your approach should be to review these articles for the "big ideas" or lessons that are take away. I think these studies are significant enough that we will conclude our first week with an understanding of the roles between executive leaders, and how they see Information Technology playing a role in shaping a business strategy.
Read the articles to answer the question. Please No Plagerism or verbatim but you are allowed to quote from the article.
Achieving and Sustaining
Business-IT Alignment
Jerry Luftman
Tom Brier
I
n recent decades, billions of dollars have been invested in intormation tech-
nology (IT). A key concern of business executives is alignment—applying IT
in an appropriate and timely way and in harmony with business strategies,
goals, and needs. This issue addresses both how IT is aligned with the busi-
ness and how the business should be aligned with IT Frustratingly, organizations
seem to find it difficult or impossible to harness the power of information tech-
nology for their own long-term benefit, even though there is worldwide evi-
dence that IT has the power to transform whole industries and markets.' How
can companies.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
This book “12 CIO Personas: The Digital CIO’s Situational Leadership Practices” is the extensive brainstorming and logical content expansion of my book “CIO Master: Unleash the Digital Potential of IT,” to reimagine and reinvent CIO leadership via practicing multitudes of digital influence.
-Chief Information Officer: Back to basic, CIOs are “Chief Information Officers,” who take charge of one of the most invaluable business assets - information.
-Chief Innovation Officer: Ideally, CIOs are “Chief Innovation Officers” who are expected to constantly propose new ideas and challenge the status quo.
-Chief Insight Officer: Go deeper, CIOs are “Chief Insight Officers,” who can provide information-based insightful advice for business executive peers and lead profoundly.
-Chief Improvement Officer: In practice, CIOs are “Chief Improvement Officers” who lead IT to continue optimizing business capability and improving organizational maturity.
-Chief Instrument Officer: Technology is the linchpin of the emergent digital ecosystem, and CIOs play an instrumental role in chartering digital paradigm shift seamlessly.
-Chief Interpretation Officer: CIOs are fluent in both business language and IT terminology to ensure cross-functional communication without “lost in translation.”
-Chief Inspection Officer: CIOs should do periodic IT management quality checks to ensure its effectiveness, efficiency, performance, and maturity.
-Chief Interaction Officer: CIOs need to be far more diplomatic and build solid business relationships across the digital ecosystem.
-Chief Intrapreneur Officer: CIOs are able to run IT as a software startup and the business in the business.
-Chief Investment Officer: IT investment in the business can often become the decisive factor to run a high-performance organization with the long-term perspective.
-Chief Integration Officer: CIOs need to reinvent IT as the linchpin to bridge IT-business gaps and strengthen the weakest links to catalyze digital transformation.
-Chief Influence Officer: Digital CIOs today must develop their leadership competency to make multidimensional influence across the organization and the digital ecosystem.
Besides above mentioned, digital CIOs even have more enriched personas such as “Chief Inquisitive Officer,” “Chief Inclusiveness Officer,” “Chief Initiative officer,” “Chief Interface Officer,” “Chief Imagination Officer,” “Chief Intelligence Officer,” “Chief Investigation Officer,” and “Chief Inspiration Officer,” etc.
Perhaps too much has been written about the debate surrounding Nicho.pdfanushasarees
Perhaps too much has been written about the debate surrounding Nicholas Carr\'s [2003] article,
IT Doesn\'t Matter, in the Harvard Business Review. In lieu of a debate, what management needs
now are some answers on how to measure IT value and how to develop an appropriate
investment strategy for the IT function. Many believe that for too long the IT function went 444
Communications of the Association for Information Systems (Volume 14, 2004)443-455 From
the CIO Point of View: The “IT Doesn’t Matter” Debate by L. DeJarnette, R. Laskey, and H.
Edgar Trainor without a rational, effective investment strategy. Boiled down that is the net, net
of the Carr debate. Turning back to the debate itself, in the main, each position centers on an
individual\'s perspective and actual experience with the IT function. Simply put, an individual
opinion is in the eye of the beholder. Many people with bad IT experiences are aggressively in
the pro-Carr camp. Others have an opposite experience and reaction. For many, the debate can
trigger an emotional rather than a rational response. Personally, I have seen almost 40 years of IT
history elapse. Certainly this experience does not constitute totality but it is enough to weigh in.
This individual perspective, involving both positive and negative experiences, was shaped by
experiences in three roles. Initially as a CIO for a Fortune 100 and then, for a Fortune 25
companies. Second, as a Big-4 Partner and consultant to IT and general management with
experience with over 100 clients. Last, as a non-IT executive who was critically dependent on IT
performance on multiple occasions. At the Southern California chapter of the Society of
Information Management (SCSIM), the panel was organized from a perspective of black hat,
white hat and grey hat. My draw for the event was the black hat, speaking from the IT doesn’t
matter or pro-Carr camp. After some soul searching and reflection, I found the role easier to
accept than I initially believed possible. This article is based in part on the SCSIM panel but is
augmented by the reaction by others, largely CIOs at the event, shared in private at the
conclusion of the chapter meeting. What is the appropriate way to deal with the issues raised in
the Carr debate? Hopefully, this article takes some positive steps to deal with the debate premises
in a constructive manner. HISTORY REPEATS ITSELF, PERHAPS IT SHOULD AGAIN In IT
Doesn’t Matter, the Carr position, as pointed out in Larry DeJarnett\'s article (which follows this
one) is that scarcity governs whether a resource is truly strategic. Carr\'s perception is that IT is a
commodity, thus making it non-strategic by my definition. A historical view puts Carr\'s premise
into perspective. From the beginning and into the mid-to-late 1990\'s IT uniqueness was
pervasive because most systems were either custom or significantly modified application
packages. The era of competitive advantage systems arose with firms such as Merrill Lynch,
Am.
Given the current world of IT evolving and expanding all around the company, adopting and adapting innovations is not optional. The CIO’s most important role in business effectiveness is in managing this IT change to sustain the value of internal information.
Similar to Clarifying the ambiguos role of the CIO (20)
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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