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.
CHAPTER 1 The CIO Dilemma 1
Business Integration 2
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
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
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
CHAPTER 5 Patterns of a Strategically Effective CIO 85
Personal Attributes 85
Organization Philosophy 98
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
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
CHAPTER 8 The Non–IT CIO of the Future 175
Driver–Side Responsibilities New Automation 175
CHAPTER 9 Conclusion: New Directions for the CIO of the Future 193
ABOUT THE AUTHORS 215
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.