Strategic IT
John Wiley & Sons Inc (Verlag)
978-1-118-45687-3 (ISBN)
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Solid guidance for CIOs on integration of technology into business models Strategic IT Best Practices for IT Managers and Executives is an exciting new book focused on the transition currently taking place in the CIO role, which involves developing a capacity for thinking strategically and effectively engaging peers in the senior executive team. This involves changing both theirs, and often their colleagues', mindsets about technology and their role in the organization. Straightforward and clear, this book fills the need for understanding the learning processes that have shaped the strategic mindsets of technology executives who have successfully made the transition from a technology-focused expert mindset to a strategic orientation that adds value to the business.
* Defines strategy advocacy as a process through which technology leaders in organizations build on their functional expertise * Focuses on the shift in mindset necessary for technology executives to establish a seat at the table in the C suite as a respected strategic colleague * Includes stories of high performing CIOs and how they learned successful strategies for getting technology positioned as a strategic driver across the business Written by Art Langer and Lyle Yorks, recognized authorities in the areas of technology management and leadership, Strategic IT Best Practices for IT Managers and Executives includes anecdotes from CIOs at companies including BP, Prudential, Covance, Guardian, Merck, and others.
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 Business and the Teachers College, Columbia University Graduate School of Education. He has authored seven books and writes for various technology journals and magazines. Dr. LYLE YORKS is Associate Professor in the Department of Organization and Leadership, Teachers College, Columbia University, where he teaches graduate courses in strategy development. He serves on the Executive Education faculties at various universities, where he teaches classes in leading strategic change, negotiation, and organizational influence. He has presented on strategic influencing for the Chief Information Officer Institute workshops held at Columbia University.
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 CIO 68 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 CIO 74 Cushman & Wakefield: A View from Another Perspective 75 Conclusion 81 CHAPTER 5 Patterns of a Strategically Effective CIO 85 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 Acumen 161 Thinking Holistically in Terms of Situational Analysis and Synthesis of the Organization s Position 164 Developing Strategic Mindsets within the Technology Function 167 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
| Reihe/Serie | Wiley CIO |
|---|---|
| Verlagsort | New York |
| Sprache | englisch |
| Maße | 160 x 236 mm |
| Gewicht | 416 g |
| Themenwelt | Mathematik / Informatik ► Informatik |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| ISBN-10 | 1-118-45687-4 / 1118456874 |
| ISBN-13 | 978-1-118-45687-3 / 9781118456873 |
| Zustand | Neuware |
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