Book 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.
Table of contents
- Cover
- Series page
- Title Page
- Copyright
- Dedication
- Foreword
- Preface
- Acknowledgments
- Chapter 1: The CIO Dilemma
-
Chapter 2: IT Drivers and Supporters
- Drivers and Supporters
- Drivers: A Closer Look from the CIO
- Supporters: Managing with Efficiency
- IT: A Driver or a 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
-
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
- Chapter 6: Lessons Learned and Best Practices
-
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
- Chapter 9: Conclusion: New Directions for the CIO of the Future
- Bibliography
- About the Authors
- Index
Product information
- Title: Strategic IT: Best Practices for Managers and Executives
- Author(s):
- Release date: April 2013
- Publisher(s): Wiley
- ISBN: 9781118456873
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