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.
TMT Predictions 2016: Discover the major Technology, Media & Telecommunicatio...Deloitte United States
Technology is an ever-changing medium, which is why Deloitte releases its annual TMT predictions in January. Now in its 15th year, these predictions identify critical inflection points, and explain how they will manifest over the next 12-18 months for companies in the Technology, Media, Telecommunications (TMT), and other industries. Read more: http://www2.deloitte.com/us/en/pages/technology-media-and-telecommunications/articles/tmt-predictions.html.
Considering these vital factors Insights Success has curated the list of “The 10 Most Innovative EDiscovery Disruptors of 2018” which have revolutionized legal ecosystem with their unique, scalable and cost-efficient offerings.
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.
TMT Predictions 2016: Discover the major Technology, Media & Telecommunicatio...Deloitte United States
Technology is an ever-changing medium, which is why Deloitte releases its annual TMT predictions in January. Now in its 15th year, these predictions identify critical inflection points, and explain how they will manifest over the next 12-18 months for companies in the Technology, Media, Telecommunications (TMT), and other industries. Read more: http://www2.deloitte.com/us/en/pages/technology-media-and-telecommunications/articles/tmt-predictions.html.
Considering these vital factors Insights Success has curated the list of “The 10 Most Innovative EDiscovery Disruptors of 2018” which have revolutionized legal ecosystem with their unique, scalable and cost-efficient offerings.
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
Australian cio summit 2012 bill frangeskakis news releaseTurning Business D...IT Network marcus evans
Turning Business Data into Dollars: Interview with: Bill Frangeskakis, General Manager, Frontline, a sponsor company at the marcus evans Australian CIO Summit 2012, on using data to produce stronger results.
Putting Transformation back to Digital Transformation Enabled
There is a high chance that when somebody says “digital transformation,” they mean something else. But what is it & how can you disrupt others or self-disrupt?
A companion to the blog post on digital transformation here https://goo.gl/UpRC9X
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
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.
iStart - feature: The anatomy of technology as a change agentHayden McCall
The joint forces of data analytics, mobile solutions, social
applications and cloud computing are disrupting whole
industries and forcing change. Businesses that do not
adapt are in danger of becoming extinct. Chris Bell
asks the experts if change today actually begins with
technology, and whether it should...
It Organization Management : Revisiting CentralizationIT-Toolkits.org
For many IT execs, the term centralization is a relic of the 1970s, eliciting memories of skyrocketing gas prices, VW Beetles and Donald Rumsfeld. Like all those timepieces, centralization is back. But it’s not your father’s centralized IT organization?this time it has a chance to succeed.
Centralization in the 1970s and early 1980s involved monolithic IT organizations built around a mainframe that served the entire enterprise. Because IT staffers were set apart from the business units, they were usually out of touch with users who saw them?often accurately?as unresponsive and irrelevant. In the late 1980s, with the rise of distributed computing environments, IT departments also became distributed, with IT employees organized to support specific business units at different geographic locations.
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
Australian cio summit 2012 bill frangeskakis news releaseTurning Business D...IT Network marcus evans
Turning Business Data into Dollars: Interview with: Bill Frangeskakis, General Manager, Frontline, a sponsor company at the marcus evans Australian CIO Summit 2012, on using data to produce stronger results.
Putting Transformation back to Digital Transformation Enabled
There is a high chance that when somebody says “digital transformation,” they mean something else. But what is it & how can you disrupt others or self-disrupt?
A companion to the blog post on digital transformation here https://goo.gl/UpRC9X
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
Where does IT value come from? IT is not money. IT is a tool. To understand the value of a tool, what must be shown is how its use makes a difference. The question of "value" is about what difference is important and how that difference is made. If that's not what you're managing, then you're not managing value.
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.
iStart - feature: The anatomy of technology as a change agentHayden McCall
The joint forces of data analytics, mobile solutions, social
applications and cloud computing are disrupting whole
industries and forcing change. Businesses that do not
adapt are in danger of becoming extinct. Chris Bell
asks the experts if change today actually begins with
technology, and whether it should...
It Organization Management : Revisiting CentralizationIT-Toolkits.org
For many IT execs, the term centralization is a relic of the 1970s, eliciting memories of skyrocketing gas prices, VW Beetles and Donald Rumsfeld. Like all those timepieces, centralization is back. But it’s not your father’s centralized IT organization?this time it has a chance to succeed.
Centralization in the 1970s and early 1980s involved monolithic IT organizations built around a mainframe that served the entire enterprise. Because IT staffers were set apart from the business units, they were usually out of touch with users who saw them?often accurately?as unresponsive and irrelevant. In the late 1980s, with the rise of distributed computing environments, IT departments also became distributed, with IT employees organized to support specific business units at different geographic locations.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
Today’s multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an “internal service provider.” This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
Is your organization struggling to navigate the Digital Transformation jungle? We've tapped into the minds of top IT and tech experts to get you the insights you'll need to find your way out of the wilderness!
The rapid rate of technological change can be overwhelming. Everyone sometimes needs to have a virtual CIO on call.
A virtual CIO can help the CIO, IT director, or business owner evaluate new technology, translate between IT and the business units, motivate and mentor effectively, and keep the big picture in focus. This holistic approach helps to create value, integrate systems, save costs, lower risks, increase innovation and produce successful outcomes.
IT Consultation — Expert, unbiased advice on a breadth of operational and strategic areas. This is tailored to the organization’s need, size, culture, and cost preferences. It may consist of providing a second opinion; briefing on industry best practices (e.g., for disaster recovery); building a support infrastructure (e.g., for mobile device support); or doing the problem analysis, plan, cost justification and presentations to the Board, among other possibilities.
Cloud Readiness Audits — Assessment of existing systems architecture, recommendations on which operational, financial, and accounting processes that could be moved to the cloud, and how to do so.
Rescue Assessments — Highly focused, impartial review of breakdowns in systems, applications, infrastructure and more. No finger-pointing, just a solid plan to fix the problem and get you back on track.
Support for Relocations — Experienced and thorough guidance in planning and executing the relocation of servers, networking and other computing assets to ensure efficiency, safety and continuity of operations.
Mentoring — Skills assessment and development; executive coaching; linking business and technology objectives to team performance; and requirements definition for strategic staffing.
The ' New Style of IT ’ raises many discussions around the opportunities that technology trends such as cloud, mobility, big data and social bring to bear. But how do these trends influence the role of the CIO?
Analyzing Gartner's CIO Study: Fliping to Digital Leadership HARMAN Services
Why CIOs Need To “Flip” From Old To New In Terms Of Information And Technology Leadership, Value Leadership And People Leadership. We analyzed and decoded Gartner's latest report to find out more!
Your Leadership Brand - The CIO as Business Strategist driving innovation. CI...Livingstone Advisory
Your Leadership Brand - The CIO as Business Strategist driving innovation
When CIOs think like business strategists, they shift from primarily managing technology projects to become highly business relevant. The ability of CIOs to successfully make this shift is key to underpinning the transformation of IT within the organisation. This transformation is critical to organisations that are looking for ways of driving innovation and entrepreneurship within the IT group, which in turn drives sustainable business value. The role of the CIO is at the core of this transformation.
In this engaging and practical session, Rob Livingstone provides valuable insights on how organisations and CIOs alike can ensure this transition is made successfully, and rapidly.
Agenda included
Surveying the broader landscape
Is enterprise innovation the Job of IT?
The Future-State CIO Model
Getting past ‘Business – IT Alignment’
Creating Influence
Your leadership brand.
Your personal Brand – as you!.
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
"Electronics Industry CIOs Executive SummaryIBMElectronics
"How can today’s CIO make the biggest impact on behalf of the entire organization? We listened to over 2,500 CIOs worldwide. The
electronics industry was represented, with 128 CIOs from 26
countries."
Indispensable Role Of CTOs and CIOs in Advancing Technological Change.pdfEnterprise Insider
The responsibilities of CTOs and CIOs have changed dramatically in the last two years as practically every business sector has become increasingly digital. CTOs and CIOs are anticipated to accelerate every transformation project as businesses struggle with the rapid technology transitions necessary in the pandemic and post-pandemic age.
State if you agreedisagree with the statements made and whyCan a.pdfvenkatesh24685
State if you agree/disagree with the statements made and why?
Can a chief information officer (CIO) bridge be divide between private and public
administrations as a leader?
In the past, CIO\'s were just the best IT person in the group. However, IT has come a long way in
just the last twenty years. Business and government have been almost totally reliant on
computerized data transfers, decision making, operations, and sharing of information throughout
an organization. Teri Takai is a good example of an IT person who learned how government
operates, which is very different from how a business operates, in order to provide good
information technology as a CIO. Acting as a bridge between government and the technical
operations of a business, the CIO is responsible for making the operations function by managing
the personnel and technical resources available. The most effective people as CIO\'s are those
who bring with them an understanding of managerial operation, as well as technical
understanding. The confluence of business and government is information technology today.
Without a CIO both government and private business would be crippled and unable to function.
Solution
The role of information has always been important in bridging the operatioal gap between the
government amd private systems. The importamt reason is that both of the system are completely
different on the scale of complexity.
The CIO is now a days more than a mere information officer. A person is who is a CIO now has
to be a good liaison officer also, specially in countries where still government is a large
stakeholder.
A CIO has to cleary understand and later merge the organizational culture of its own and
government system. He has to overcome the challanges of non technology savvy staff in
government organization..
1. Why Lemmings Won't Make it to the Top of the Food Chain
The workable, practical guide to Do IT Yourself
Page 1 of 2
Vol. 4.48 • December 2, 2008
Why Lemmings Won't Make it to the Top of the Food Chain
By David Nichols
O ne
can only imagine famous cartoonists Gahan Wilson or Gary Larson drawing a cartoon
depicting a mass of lemmings as far as the eye can see; all of them heading for a cliff, and
one lemming saying to another, "Hey, I understand things are better at the bottom of the
cliff."
While it’s a popular myth that lemmings commit mass suicide, they’ve come to symbolize an unthinking mass reaction to
some sort of external stimuli. In the lemmings case it’s normally over population which causes an urge to migrate. The
difficulty arises when geographical obstacles such as cliffs, rivers and lakes are on the migration path. In the lemming’s
“society” it’s not a good idea to be a leader because even though its readily apparent to the to the lemmings up front that
cliffs, rivers and lakes represent danger, the pressure from the masses can be overwhelming.
One can draw a parallel to the situation that businesses worldwide and their respective IT organizations find themselves
in today; the credit crunch, slowing sales, shrinking market share, reduction in the workforce and disappearing budgets.
The corresponding obstacles we face are concepts of “doing more with less,” “working smarter, not harder,” and my
favorite, “everyone must share the pain equally.” Of course these platitudes are most often spouted by the same political
and business leadership that failed to adapt to an ever changing social and economical environment.
There is evidence that suggests that the greatest evolutionary change occurs when populations experience significant
stress. The choices that IT individuals, managers and leadership have to make in the next few months will result in the
next evolutionary phase of Information to Business Technology (BT). The survival traits IT professionals must adopt will
lead to the evolution of a much more aggressive BT organizations that will focus on the information used by the business,
and the processes necessary to achieve the desired business process outcomes. Overall agility, both organizationally as
well as technologically will require the adoption of increased utilization of partnerships in meeting the needs of the
business, because business problems will become more, not less complex. Complexity will symbolize the new normal and
Business Technology organizations that fail to develop a high tolerance for dealing efficiently and effectively with complex
business problems will be replaced by those that can. Technical skills, while important will become secondary to those
focused on information and process as the pace of technology commoditization increases.
Almost two years ago Garter published a paper predicting that IT organizations would undergo a fundamental
transformation from technology centric to one that splits into four primary domains; technology, information, process and
relationships. While at the time that was written, IT was operating in a rather benign environment. Gartner used the
term “transform” which is synonymous with “metamorphosis” … “a marked change in appearance, character, condition, or
function.” Today’s environment requires evolutionary change to something new and improved; and that doesn’t mean an
IT caterpillar dressed up like a BT butterfly.
Evolutionary Niche
Evolution occurs when a given population adapts to take advantage of an unoccupied ecological niche. Today that niche is
Business Technology. We’ll exam the “genetic adaptations” that today’s technology professional must adopt in order to be
able to fill the developing Business Technology niche.
Adaptations are structures or behaviors that enhance a specific function, causing organisms to become better at surviving
and reproducing; in other words, the things that give individuals, managers and leaders a survival advantage.
http://www.itsmsolutions.com/newsletters/DITYvol4iss48.htm
12/2/2008