After a 44-year career at IBM, I have experienced many changes in the information technology (IT) industry and how firms struggle to understand the value of IT in general. After all those years, many of the controversies are still discussed at board meetings today. What is most troubling is the ongoing debate over the role of the CIO: who should CIOs report to, their specific responsibilities, and whether they can contribute strategically to the business.
Drs. Langer and Yorks's book, Strategic IT: Best Practices for Managers and Executives, deals with the issues that all CIOs faces no matter where they work. Independent of geography, size, business, or purpose, the constant, critical question facing each and every CIO in the twenty-first century is this: Are you a cost or are you an investment? That is, are you part of the business tactics or part of its strategy? Langer and Yorks have written the complete CIO survival handbook for thriving in this fast-paced and rapidly changing world. Langer and Yorks remind us that change is the norm for CIOs and that time to change is not an ally; rather, speed and demand typically dictate the environment CIOs call home.
Drs. Langer and Yorks use the rich data made available to them from Columbia University where they hold CIO workshops and teach in the Executive Master of Science program in Technology Management, therefore, much of their experience with CIOs and students back up their theories and coursework. Their real-world examples ...