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The Strategic CIO

Book Description

Recognized as One of the Best Business Books for 2014 by CIO Magazine

Based on interviews with more than 150 CIOs, IT/business executives, and academic thought leaders, The Strategic CIO: Changing the Dynamics of the Business Enterprise provides insight, success stories, and a step-by-step methodology to transform your IT organization into a strategic asset that drives customer value, increases revenues, and enhances shareholder wealth.

The book details how strategic CIOs from FedEx, Procter & Gamble, McKesson, and other leading companies transformed their organizations. It illustrates the methods these CIOS used to become strategic partners that collaborate effectively within their organizations to leverage information and technology for a competitive advantage.

The text will help you assess the key competencies and skills required by IT personnel to partner with your business teams to create new and enhanced products and services that create customer value, increase margin, and enhance shareholder wealth.

The book includes powerful methodologies, time-saving templates, proven best practices, and helpful assessments. It also details a four-phase methodology, along with the associated activities and tools, to help your IT organization successfully transform into a strategic IT organization.

Gain insight into the four domain competencies and twelve associated skills required to build effective strategic IT organizations. Build your roadmap to success using the transformation methodology described in the text and you will be on your way to making your organization a strategic IT organization.

Read Philip Weinzimer’s recent article that appeared on CIO.com.

Table of Contents

  1. Front Cover (1/2)
  2. Front Cover (2/2)
  3. Contents (1/2)
  4. Contents (2/2)
  5. Foreword by Filippo Passerini
  6. Foreword by Robert B. Carter (1/2)
  7. Foreword by Robert B. Carter (2/2)
  8. Acknowledgments
  9. Chapter 1: Introduction : The Changing Role of the CIO (1/4)
  10. Chapter 1: Introduction : The Changing Role of the CIO (2/4)
  11. Chapter 1: Introduction : The Changing Role of the CIO (3/4)
  12. Chapter 1: Introduction : The Changing Role of the CIO (4/4)
  13. Chapter 2: Section Overview : How to Deliver Commodity and Business Services Exceptionally Well
  14. Chapter 3: Business Value of Delivering Services Exceptionally Well (1/9)
  15. Chapter 3: Business Value of Delivering Services Exceptionally Well (2/9)
  16. Chapter 3: Business Value of Delivering Services Exceptionally Well (3/9)
  17. Chapter 3: Business Value of Delivering Services Exceptionally Well (4/9)
  18. Chapter 3: Business Value of Delivering Services Exceptionally Well (5/9)
  19. Chapter 3: Business Value of Delivering Services Exceptionally Well (6/9)
  20. Chapter 3: Business Value of Delivering Services Exceptionally Well (7/9)
  21. Chapter 3: Business Value of Delivering Services Exceptionally Well (8/9)
  22. Chapter 3: Business Value of Delivering Services Exceptionally Well (9/9)
  23. Chapter 4: How to Excel at Operational Stability (1/4)
  24. Chapter 4: How to Excel at Operational Stability (2/4)
  25. Chapter 4: How to Excel at Operational Stability (3/4)
  26. Chapter 4: How to Excel at Operational Stability (4/4)
  27. Chapter 5: How to Succeed at Project Governance (1/7)
  28. Chapter 5: How to Succeed at Project Governance (2/7)
  29. Chapter 5: How to Succeed at Project Governance (3/7)
  30. Chapter 5: How to Succeed at Project Governance (4/7)
  31. Chapter 5: How to Succeed at Project Governance (5/7)
  32. Chapter 5: How to Succeed at Project Governance (6/7)
  33. Chapter 5: How to Succeed at Project Governance (7/7)
  34. Chapter 6: How to Measure and Improve the Business Value of IT Service (1/5)
  35. Chapter 6: How to Measure and Improve the Business Value of IT Service (2/5)
  36. Chapter 6: How to Measure and Improve the Business Value of IT Service (3/5)
  37. Chapter 6: How to Measure and Improve the Business Value of IT Service (4/5)
  38. Chapter 6: How to Measure and Improve the Business Value of IT Service (5/5)
  39. Chapter 7: Section Overview : Understand the Business, Focus on User Experience, and Improve Business Skills of IT Personnel
  40. Chapter 8: Why CIOs Need to Understand the Business to Succeed (1/7)
  41. Chapter 8: Why CIOs Need to Understand the Business to Succeed (2/7)
  42. Chapter 8: Why CIOs Need to Understand the Business to Succeed (3/7)
  43. Chapter 8: Why CIOs Need to Understand the Business to Succeed (4/7)
  44. Chapter 8: Why CIOs Need to Understand the Business to Succeed (5/7)
  45. Chapter 8: Why CIOs Need to Understand the Business to Succeed (6/7)
  46. Chapter 8: Why CIOs Need to Understand the Business to Succeed (7/7)
  47. Chapter 9: The Importance of Understanding Your Organizational Culture in Building Effective Teams (1/5)
  48. Chapter 9: The Importance of Understanding Your Organizational Culture in Building Effective Teams (2/5)
  49. Chapter 9: The Importance of Understanding Your Organizational Culture in Building Effective Teams (3/5)
  50. Chapter 9: The Importance of Understanding Your Organizational Culture in Building Effective Teams (4/5)
  51. Chapter 9: The Importance of Understanding Your Organizational Culture in Building Effective Teams (5/5)
  52. Chapter 10: Key Competencies and Skills of a Strategic IT Organization (1/8)
  53. Chapter 10: Key Competencies and Skills of a Strategic IT Organization (2/8)
  54. Chapter 10: Key Competencies and Skills of a Strategic IT Organization (3/8)
  55. Chapter 10: Key Competencies and Skills of a Strategic IT Organization (4/8)
  56. Chapter 10: Key Competencies and Skills of a Strategic IT Organization (5/8)
  57. Chapter 10: Key Competencies and Skills of a Strategic IT Organization (6/8)
  58. Chapter 10: Key Competencies and Skills of a Strategic IT Organization (7/8)
  59. Chapter 10: Key Competencies and Skills of a Strategic IT Organization (8/8)
  60. Chapter 11: How to Measure and Improve the Maturity of the Strategic IT Competencies and Skills of Your IT Organization (1/6)
  61. Chapter 11: How to Measure and Improve the Maturity of the Strategic IT Competencies and Skills of Your IT Organization (2/6)
  62. Chapter 11: How to Measure and Improve the Maturity of the Strategic IT Competencies and Skills of Your IT Organization (3/6)
  63. Chapter 11: How to Measure and Improve the Maturity of the Strategic IT Competencies and Skills of Your IT Organization (4/6)
  64. Chapter 11: How to Measure and Improve the Maturity of the Strategic IT Competencies and Skills of Your IT Organization (5/6)
  65. Chapter 11: How to Measure and Improve the Maturity of the Strategic IT Competencies and Skills of Your IT Organization (6/6)
  66. Chapter 12: Section Overview : Implement Initiatives to Improve Margin (Sales/Cost)
  67. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (1/10)
  68. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (2/10)
  69. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (3/10)
  70. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (4/10)
  71. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (5/10)
  72. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (6/10)
  73. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (7/10)
  74. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (8/10)
  75. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (9/10)
  76. Chapter 13: How Strategic CIOs Focus on Initiatives to Improve Margin (10/10)
  77. Chapter 14: Section Overview : Leverage Technologies Strategically to Innovate Value
  78. Chapter 15: Why Leveraging Technology Strategically to Innovate Value Is a Game Changer (1/3)
  79. Chapter 15: Why Leveraging Technology Strategically to Innovate Value Is a Game Changer (2/3)
  80. Chapter 15: Why Leveraging Technology Strategically to Innovate Value Is a Game Changer (3/3)
  81. Chapter 16: How FedEx Leverages Technology Strategically to Innovate Value (1/7)
  82. Chapter 16: How FedEx Leverages Technology Strategically to Innovate Value (2/7)
  83. Chapter 16: How FedEx Leverages Technology Strategically to Innovate Value (3/7)
  84. Chapter 16: How FedEx Leverages Technology Strategically to Innovate Value (4/7)
  85. Chapter 16: How FedEx Leverages Technology Strategically to Innovate Value (5/7)
  86. Chapter 16: How FedEx Leverages Technology Strategically to Innovate Value (6/7)
  87. Chapter 16: How FedEx Leverages Technology Strategically to Innovate Value (7/7)
  88. Chapter 17: How Procter & Gamble Leverages Technology Strategically to Innovate Value (1/6)
  89. Chapter 17: How Procter & Gamble Leverages Technology Strategically to Innovate Value (2/6)
  90. Chapter 17: How Procter & Gamble Leverages Technology Strategically to Innovate Value (3/6)
  91. Chapter 17: How Procter & Gamble Leverages Technology Strategically to Innovate Value (4/6)
  92. Chapter 17: How Procter & Gamble Leverages Technology Strategically to Innovate Value (5/6)
  93. Chapter 17: How Procter & Gamble Leverages Technology Strategically to Innovate Value (6/6)
  94. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (1/11)
  95. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (2/11)
  96. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (3/11)
  97. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (4/11)
  98. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (5/11)
  99. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (6/11)
  100. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (7/11)
  101. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (8/11)
  102. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (9/11)
  103. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (10/11)
  104. Chapter 18: How Five CIOs from Different Industries Leverage Technology Strategically to Innovate Value (11/11)
  105. Chapter 19: Section Overview : How to Measure the Strategic Maturity of Your IT Organization (1/3)
  106. Chapter 19: Section Overview : How to Measure the Strategic Maturity of Your IT Organization (2/3)
  107. Chapter 19: Section Overview : How to Measure the Strategic Maturity of Your IT Organization (3/3)
  108. Chapter 20: Final Thoughts : An Executive Challenge (1/3)
  109. Chapter 20: Final Thoughts : An Executive Challenge (2/3)
  110. Chapter 20: Final Thoughts : An Executive Challenge (3/3)
  111. Afterword (1/3)
  112. Afterword (2/3)
  113. Afterword (3/3)
  114. Appendix A: Chapter Summaries (1/7)
  115. Appendix A: Chapter Summaries (2/7)
  116. Appendix A: Chapter Summaries (3/7)
  117. Appendix A: Chapter Summaries (4/7)
  118. Appendix A: Chapter Summaries (5/7)
  119. Appendix A: Chapter Summaries (6/7)
  120. Appendix A: Chapter Summaries (7/7)
  121. Appendix B: Alphabetical Listing of 156 Executives Interviewed for This Book (1/2)
  122. Appendix B: Alphabetical Listing of 156 Executives Interviewed for This Book (2/2)
  123. Back Cover