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Strategic IT: Best Practices for Managers and Executives

Strategic IT: Best Practices for Managers and Executives

Arthur M. Langer, Lyle Yorks

ISBN: 978-1-118-45687-3

Apr 2013

240 pages

Description

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.

Related Resources

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