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Strategic IT. Best Practices for Managers and Executives. Wiley CIO

  • ID: 2328046
  • Book
  • May 2013
  • 240 Pages
  • John Wiley and Sons Ltd

Discover the secrets to CIO strategic advocacy and success

Written by Art Langer and Lyle Yorks, recognized authorities in the areas of technology management and leadership, Strategic IT: Best Practices for Managers and Executives includes cases, lessons learned, and best practices from CIOs at high–performing companies including BP, Prudential, Covance, Guardian, Merck, and others.

In Strategic IT, Langer and Yorks explore the current transformation in the CIO role and equip IT professionals to think strategically, answering questions including:

  • What is strategic advocacy?
  • Why should CIOs make technology an important part of business strategy?
  • How is technology organizationally positioned as an effective strategic driver?
  • What challenges are posed by various ways of positioning technology and what are the implications of how these challenges are resolved?
  • What strategies are used by high–performing CIOs in addressing challenges and in strategically positioning technology?
  • How will the new wave of disruptive technologies affect organizations?

Defining best practices to implement and sustain strategic advocacy and success at the CIO level, Strategic IT helps you grow successfully in your CIO position from integration of technology as a business driver to developing a strategic mindset within the technology function.

Note: Product cover images may vary from those shown




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




Note: Product cover images may vary from those shown
Arthur M. Langer
Lyle Yorks
Note: Product cover images may vary from those shown