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The Strategic CIO by Philip Weinzimer

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489
Appendix A: Chapter Summaries
Following are the chapter summaries that appear at the beginning of
each chapter. I have included this as an appendix to provide you with
a quick overview of the book so you can develop your reading plan,
and as a reference after you have read the book.
CHAPTER 1: INTRODUCTION
CHANGING ROLE OF THE CIO
A. CHAPTER OBJECTIVE
Provide an overview of the book.
B. KEY MESSAGE
ere is no better time to be a chief information ocer (CIO).
Just look around you! e consumerization of information tech-
nology (IT) is dramatically inuencing the products and services
your company provides to customers, vendors, logistic partners,
and business personnel, across the entire value network, to create
new markets and competitive opportunities. Some chief execu-
tive ocers (CEO) and C-suite colleagues may understand the
potential of leveraging information for strategic advantage and
490
appendix a
there is a larger group that does not. e challenge is how to
accomplish it.
Your role as a CIO is changing from a technologist to a strate-
gist. e consumerization of IT is revolutionizing how consum-
ers shop, travel, and pay for services. e consumer experience is
the focus. On the business side, IT is enabling almost every sin-
gle business process, which drives and supports customer value.
As a result, you, as a CIO, need to be more involved in business
discussions than ever before. In fact, strategic CIOs collaborate
with C-level peers to develop business strategies and innovate
value. e role of a CIO is expanding, and those that truly add
business value even oversee and manage key business functions.
2
Today, it is all about business outcome. You, as a CIO, are in
the best position to participate and enable new information-rich
products and services. e question is “are you and your IT orga-
nization up to the challenge?
Do you understand the business and competitive envi-
ronment well enough to help the business achieve sig-
nicant outcomes?
Do your IT personnel have the necessary competencies
and skills to eectively partner with and participate in
business teams?
Does your IT organization eectively collaborate with
business unit executives and employ speed, agility, and
quality in responding to their needs?
Does your CTO understand how to apply the new and
emerging technologies for competitive advantage?
C. EXAMPLES
1. A summary of each section and the accompanying
chapters.
2. Guide to highlight the value of reading this book for
key roles in the enterprise: CEO, CIO, C-suite, business
unit executives, business unit and IT directors, manag-
ers, and personnel.
491
appendix a
CHAPTER 2: SECTION OVERVIEW
HOW TO DELIVER COMMODITY AND
BUSINESS SERVICES EXCEPTIONALLY WELL
Strategic IT Organization
Transformational Phases
Value
Time
4. Leverage Technologies
Strategically to Innovate
Value
3. Implement Initiatives to
Improve Margin
(Sales/Cost)
2. Understand the Business, Focus
on User Experiences, and Improve
IT Personnel Business Skills
1. Deliver Commodity
and Business Services
Exceptionally Well
Every chief information ocer (CIO) will tell you that deliv-
ering services exceptionally well is an important foundation
component in building a trust-based working relationship with
C-suite executives and business teams. Mostly all the CIOs I
interviewed say the same thing. It is basic blocking and tackling.
When each took on their CIO role at their current company,
one of the rst priorities was to gain a good understanding
3. A template to help you plan your book reading experi-
ence. e template provides a listing of each chapter and
columns for you to check whether the chapter should be
glanced over, reviewed, or read in detail.

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