Strategic IT : Best Practices for Managers and Executives

by Langer, Arthur M.; Yorks, Lyle

• ISBN13: 9781118456873
• ISBN10: 1118456874
• Format: Hardcover
• Copyright: 2013-04-01
• Publisher: Wiley

Summary

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.

Author Biography

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.

Table of Contents

Foreword

Preface

Acknowledgments

Chapter 1 The CIO Dilemma

Business Integration

Security

Data Analytics

Legal Exposure

Cost Containment

Some History

The Challenge

The New Paradigm

Consumerization of Technology: The Next Paradigm Shift

The End of Planning

The CIO in the Organizational Context

IT: A View from the CEO

Notes

Chapter 2 IT Drivers and Supporters

Drivers and Supporters

Drivers: A Closer Look from the CIO

Supporters: Managing with Efficiency

IT: A Driver or Supporter?

Technological Dynamism

Responsive Organizational Dynamism

IT Organization Communications with “Others”

Movement of Traditional IT Staff

Technology Business Cycle

Information Technology Roles and Responsibilities

Conclusion

Notes

Chapter 3 The Strategic Advocacy Mindset

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

Conclusion

Notes

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 & Wakefield: Craig Cuyar, CIO

Prudential: Barbara Koster, SVP and CIO

Procter & Gamble: Filippo Passerini, Group President and CIO

Cushman & Wakefield: A View from Another Perspective

Conclusion

Chapter 5 Patterns of a Strategically Effective CIO

Personal Attributes

Organizational Philosophy

Conclusion

Notes

Chapter 6 Lessons Learned and Best Practices

Five Pillars to CIO Success—Lessons Learned

The CIO or Chief IT Executive

Chief Executive Officer (CEO)

Middle  Management

Conclusion

Notes

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

Conclusion

Notes

Chapter 8 The Non-IT CIO of the Future

Driver-side Responsibilities—New Automation

Conclusion

Notes

Chapter 9 Conclusions

Notes

Bibliography

About the Authors

Index