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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.

Strategic IT: Best Practices for Managers and Executives

FOREWORD xi
PREFACE xiii
ACKNOWLEDGMENTS xvii
CHAPTER 1 The CIO Dilemma 1
Business Integration 2
Security 3
Data Analytics 3
Legal Exposure 3
Cost Containment 4
Some History 5
The Challenge 6
The New Paradigm 6
Consumerization of Technology: The Next Paradigm Shift 7
The End of Planning 8
The CIO in the Organizational Context 9
IT: A View from the CEO 15
CHAPTER 2 IT Drivers and Supporters 19
Drivers and Supporters 19
Drivers: A Closer Look from the CIO 23
Supporters: Managing with Efficiency 23
IT: A Driver or a Supporter? 25
Technological Dynamism 25
Responsive Organizational Dynamism 26
IT Organization Communications with ''Others'' 31
Movement of Traditional IT Staff 32
Technology Business Cycle 33
Information Technology Roles and Responsibilities 38
Conclusion 39
CHAPTER 3 The Strategic Advocacy Mindset 41
What Is Strategic Advocacy? 41
A Political Economy Framework for Contextualizing Strategic Advocacy 44
Strategic Thinking: A Particular Kind of Mindset 47
Political Savvy as the Underpinning of Effective Strategic Advocacy 54
Conclusion 60
CHAPTER 4 Real-World Case Studies 65
BP: Dana Deasy, Global CIO 66
Merck & Co.: Chris Scalet, Senior Vice President and CIO 68
Covance: John Repko, CIO 69
Cushman & Wakefield: Craig Cuyar, CIO 71
Prudential: Barbara Koster, SVP and CIO 73
Procter & Gamble: Filippo Passerini, Group President and CIO 74
Cushman & Wakefield: A View from Another Perspective 75Conclusion 81
CHAPTER 5 Patterns of a Strategically Effective CIO 85
Personal Attributes 85
Organization Philosophy 98
Conclusion 112
CHAPTER 6 Lessons Learned and Best Practices 115
Five Pillars to CIO Success--Lessons Learned 115
The CIO or Chief IT Executive 118
Chief Executive Officer 125
Middle Management 135
Conclusion 146
CHAPTER 7 Implications for Personal Development 155
Rationale for a Self-Directed Learning Process of Personal Development 157
Adopting a Developmental Action Inquiry Process for Both Strategic Insight and Mindset Awareness 158
Testing One's ''Business'' Acumen 161
Thinking Holistically in Terms of Situational Analysis and Synthesis of the Organization's Position 164
Developing Strategic Mindsets within the Technology Function 167
The Balanced Scorecard 168
Conclusion 172
CHAPTER 8 The Non-IT CIO of the Future 175
Driver-Side Responsibilities--New Automation 175
Conclusion 190
CHAPTER 9 Conclusion: New Directions for the CIO of the Future 193
BIBLIOGRAPHY 209
ABOUT THE AUTHORS 215
INDEX 217