Solid guidance for CIOs on integration of technology intobusiness models
Strategic IT Best Practices for IT Managers and Executives is an exciting new book focused on the transitioncurrently taking place in the CIO role, which involves developing acapacity for thinking strategically and effectively engaging peersin the senior executive team. This involves changing both theirs, and often their colleagues’, mindsets about technology and theirrole in the organization.
Straightforward and clear, this book fills the need forunderstanding the learning processes that have shaped the strategicmindsets of technology executives who have successfully made thetransition from a technology-focused expert mindset to a strategicorientation that adds value to the business.
* Defines strategy advocacy as a process through which technologyleaders in organizations build on their functional expertise
* Focuses on the shift in mindset necessary for technologyexecutives to establish a seat at the table in the C suite as arespected strategic colleague
* Includes stories of high performing CIOs and how they learnedsuccessful strategies for getting technology positioned as astrategic driver across the business
Written by Art Langer and Lyle Yorks, recognized authorities inthe areas of technology management and leadership, Strategic ITBest Practices for IT Managers and Executives includesanecdotes from CIOs at companies including BP, Prudential, Covance, Guardian, Merck, and others.
Table of Content
FOREWORD xi
PREFACE xiii
ACKNOWLEDGMENTS xvii
CHAPTER 1 The CIO Dilemma 1
Business Integration 2
Security 3
Data Analytics 3
Legal Exposure 3
Cost Containment 4
Some History 5
The Challenge 6
The New Paradigm 6
Consumerization of Technology: The Next Paradigm Shift 7
The End of Planning 8
The CIO in the Organizational Context 9
IT: A View from the CEO 15
CHAPTER 2 IT Drivers and Supporters 19
Drivers and Supporters 19
Drivers: A Closer Look from the CIO 23
Supporters: Managing with Efficiency 23
IT: A Driver or a Supporter? 25
Technological Dynamism 25
Responsive Organizational Dynamism 26
IT Organization Communications with”Others” 31
Movement of Traditional IT Staff 32
Technology Business Cycle 33
Information Technology Roles and Responsibilities 38
Conclusion 39
CHAPTER 3 The Strategic Advocacy Mindset 41
What Is Strategic Advocacy? 41
A Political Economy Framework for Contextualizing Strategic Advocacy 44
Strategic Thinking: A Particular Kind of Mindset 47
Political Savvy as the Underpinning of Effective Strategic Advocacy 54
Conclusion 60
CHAPTER 4 Real-World Case Studies 65
BP: Dana Deasy, Global CIO 66
Merck & Co.: Chris Scalet, Senior Vice President and CIO68
Covance: John Repko, CIO 69
Cushman & Wakefield: Craig Cuyar, CIO 71
Prudential: Barbara Koster, SVP and CIO 73
Procter & Gamble: Filippo Passerini, Group President and CIO74
Cushman & Wakefield: A View from Another Perspective 75
Conclusion 81
CHAPTER 5 Patterns of a Strategically Effective CIO85
Personal Attributes 85
Organization Philosophy 98
Conclusion 112
CHAPTER 6 Lessons Learned and Best Practices 115
Five Pillars to CIO Success–Lessons Learned 115
The CIO or Chief IT Executive 118
Chief Executive Officer 125
Middle Management 135
Conclusion 146
CHAPTER 7 Implications for Personal Development 155
Rationale for a Self-Directed Learning Process of Personal Development 157
Adopting a Developmental Action Inquiry Process for Both Strategic Insight and Mindset Awareness 158
Testing One’s ”Business” Acumen161
Thinking Holistically in Terms of Situational Analysis and Synthesis of the Organization’s Position 164
Developing Strategic Mindsets within the Technology Function167
The Balanced Scorecard 168
Conclusion 172
CHAPTER 8 The Non-IT CIO of the Future 175
Driver-Side Responsibilities–New Automation 175
Conclusion 190
CHAPTER 9 Conclusion: New Directions for the CIO of the Future 193
BIBLIOGRAPHY 209
ABOUT THE AUTHORS 215
INDEX 217
About the author
Dr. ARTHUR M. LANGER is the Academic Director of the Executive Master of Science in Technology Management, Columbia University Program in Technology, School of Continuing Education.He also serves on the faculties of the Graduate School of Businessand the Teachers College, Columbia University Graduate School of Education. He has authored seven books and writes for varioustechnology journals and magazines.
Dr. LYLE YORKS is Associate Professor in the Departmentof Organization and Leadership, Teachers College, Columbia University, where he teaches graduate courses in strategydevelopment. He serves on the Executive Education faculties atvarious universities, where he teaches classes in leading strategicchange, negotiation, and organizational influence. He has presentedon strategic influencing for the Chief Information Officer Institute workshops held at Columbia University.
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