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Strategic Information Technology. Best Practices to Drive Digital Transformation. Wiley CIO

  • ID: 4576036
  • Book
  • September 2018
  • 304 Pages
  • John Wiley and Sons Ltd
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Successfully navigate the changing face of the CIO role

Strategic Information Technology offers CIOs a handbook for engaging with the senior management conversations surrounding strategy. The CIO role is currently undergoing a massive transition from technology–focused expert to a more strategic mindset, and this book provides proven methods for taking your seat at the table. Lessons from high–performing CIOs and a wealth of leading–edge insight provide invaluable guidance for positioning technology as a strategic driver across the business, while a focus on building the necessary connections for example, an alliance between IT and HR provide a multimodal approach to navigating the transition.

The evolution of the CIO s role involves more than simply technical knowledge; the new CIO must be an influencer, an engager, and just as adept at the soft skills that become increasingly crucial as you climb the management ladder. It s about changing mindsets, translating hard skills into strategic advantages, and demonstrating IT s value to the strategic decision making process. This book provides best practices, illustrative examples, and up–to–date perspective for CIOs wanting to:

  • Position IT as a critical driver of overall strategy
  • Build on functional expertise with strategic insight
  • Learn from the stories of successful tech–to–strategy transformations
  • Engage C–Suite peers in shaping the strategic conversation

Not long ago, the CIO occupied a unique place in the C–Suite. Executive by title, CIOs have nevertheless been seen as predominantly the chief tech expert with little input into strategy, as IT has historically been regarded as a tool rather than a source of competitive advantage. The truth is becoming increasingly apparent, with companies around the world turning to technology in order to gain a competitive edge, and CIOs are beginning to claim their place in strategy discussions. Strategic Information Technology offers much needed guidance for a successful transformation.

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CHAPTER 1 The CIO Dilemma

Business Integration


Data Analytics

Legal Exposure

Cost Containment

Some History

The Challenge

The New Paradigm

Consumerization of Technology: The Next Paradigm Shift   7 The End of Planning

The CIO in the Organizational Context   9 IT: A View from the CEO

CHAPTER 2 IT Drivers and Supporters

Drivers and Supporters

Drivers: A Closer Look from the CIO

Supporters: Managing with Ef ciency

IT: A Driver or a Supporter?   25 Technological Dynamism

Responsive Organizational Dynamism

IT Organization Communications with Others

Movement of Traditional IT Staff

Technology Business Cycle

Information Technology Roles and Responsibilities


CHAPTER 3 The Strategic Advocacy Mindset 41

What Is Strategic Advocacy?

A Political Economy Framework for Contextualizing Strategic Advocacy

Strategic Thinking: A Particular Kind of Mindset

Political Savvy as the Underpinning of Effective Strategic Advocacy


CHAPTER 4 Real–World Case Studies

BP: Dana Deasy, Global CIO

Merck & Co.: Chris Scalet, Senior Vice President and CIO

Covance: John Repko, CIO

Cushman & Wake eld: Craig Cuyar, CIO

Prudential: Barbara Koster, SVP and CIO

Procter & Gamble: Filippo Passerini, Group President and CIO

Cushman & Wake eld: A View from Another Perspective


CHAPTER 5 Patterns of a Strategically Effective CIO

Personal Attributes

Organization Philosophy


CHAPTER 6 Lessons Learned and Best Practices

Five Pillars to CIO Success Lessons Learned

The CIO or Chief IT Executive

Chief Executive Of cer

Middle Management


CHAPTER 7 Implications for Personal Development

Rationale for a Self–Directed Learning Process of Personal Development

Adopting a Developmental Action Inquiry Process for Both Strategic Insight and Mindset Awareness

Testing One s Business Acumen

Thinking Holistically in Terms of Situational Analysis and Synthesis of the Organization s Position

Developing Strategic Mindsets within the Technology Function

The Balanced Scorecard


CHAPTER 8 Digital Transformation and Business Strategy

Requirements without User Input

The S–Curve and Digital Transformation

Organizational Change and the S–Curve

Communities of Practice

Technology Disruption on Firms and Industries

Critical Components of the Digital Organization

How to Assimilate Digital Disruption Technology


CHAPTER 9 Integrating Gen Y Talent


Employment in the Digital Economy

Attributes of Gen Y Employees

Benefits of Gen Y Employees

Integration of Gen Y with Baby Boomers and Gen X

Designing the Digital Enterprise

Gen Y Talent from Underserved Populations

Langer Workforce Maturity Arc

Implications for New Pathways for Digital Talent

Global Implications for Sources of Talent


CHAPTER 10 Creating a Cyber Security Culture



Presenting to the Board

Designing a Cyber Security Culture

Dealing with Compromise

Cyber Security and Responsive Organizational Dynamism

Cyber Strategic Integration

Cyber Cultural Assimilation


Organizational Learning and Cyber Minded Application Development

Risk and Cyber Security

Risk Responsibility

Cyber and Driver /Supporter Theory

CHAPTER 11 The Non–IT CIO of the Future

Driver–Side Responsibilities New Automation


CHAPTER 12  Conclusion: New Directions for the CIO of the Future




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Arthur M. Langer
Lyle Yorks
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