This part of the book focuses on the need for the new CIO leader to lead the enterprise in determining the demand for information and IT. To meet this need, CIOs need to determine the “why” of IT and set both reasonable and ambitious expectations—helping business colleagues see what is actually possible today as well as what is unimaginable today, but will be possible tomorrow. We call this process leading with your business colleagues, because the kind of leadership exercised here will be that of a team member working among peers. It’s a different kind of leadership than leading from a base of formal power.

Five of the new areas of focus (chapters 2 through 6) for the new CIO leader fall ...

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