The New Normal: Fundamental Shifts for 21 st Century Organizations and for the CIOs Who Lead Them (original) (raw)
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Critical competencies required for the role of the modern CIO
ACIS 2007 Proceedings of the 18th …, 2007
The role of the chief information officer (CIO) has become increasingly challenging and complex as information communications technology (ICT) has become critical infrastructure for most large organisations. However, there has been a lack of research which has empirically examined the role of the modern CIO. A set of initial critical competencies were identified in the existing literature. An online survey of CIOs confirmed the importance of these competencies and identified other competencies which are considered critical. The key findings show that the role of the modern CIO has become increasingly business focused and strategic. Soft skills dominate the critical competencies. Ultimately, how a CIO leads and manages his/her ICT staff will greatly influence how successful a CIO is in the role. However, the CIO still needs to have high level understanding of key technology knowledge so personal knowledge of or access to hard skills is also critical in the role.
The Core Skills of the Cio We Need
2010
Currently, organizations depend on their Information Systems and Technology Systems (IS/IT) functioning normally, as well as the innovative processes that can arise from them. However, the current performance of the CIO (Chief Information Officer) can be questioned when one contrasts his role as the one responsible for the administration of opportunities given by IS/IT, and the business value added by those technologies. In such a scenario, we pose the question of how the IS/IT professionals acquire articulated competencies and skills that prepare them for the CIO position. In order to elucidate an answer to our question, we interviewed professionals in the CIO position, and surveyed an array of prestigious graduate programs from the USA, European Union and Asia. The most relevant findings of our study report an operational view towards the CIO in the academic formation as well as in the roles that organizations assign to the professional.
25 Years of CIO and IT Leadership - Revisiting Managerial Roles in Information System Research
2017
Knowledge-intensive organizations are challenged by the digitization of business models and the need for IT knowledge throughout entire organizations. This changes the role of CIOs from a central IT leader towards a digitization ambassador for the whole organization. In this research, we develop and validate a multidimensional IT leadership roles construct, theoretically grounded on Mintzberg’s managerial roles. We empirically evolve the construct based on a quantitative survey among 228 CIOs in the U.S., where we assess the management roles of prior information systems research. Based on the empirical analysis, we add a new role definition. The result is an updated, comprehensive, and modernized IT leadership construct, taking the role of the CIO not only as IT leader, but as central agency for developing a digital mindset in the top management team but also throughout the whole organization. Thus, we contribute to 25 years of information systems research in that field.
Chief Information Officer: A Journey Through Time
SSRN Electronic Journal, 2000
Since, the available informational and technological resources constitute a source of prosperity and differentiation for the organizations, the role of the Chief Information Officer (CIO) is becoming more crucial and vital. The thirty years of the CIO's existence have shown a path of changes and difficulties on defining and establishing the particular role within the organizational context. The present study examines the CIO role evolution over the last thirty years. The examination of the evolution of the CIO role identifies four main areas of interest that can be used as a conceptual framework for the CIO role research. These areas relate to business strategy, innovation and competitive advantage, relationships building and external environment. The analysis provides insights about the responsibilities of the CIOs, and how those are affected by the key disruptive technologies in the last thirty years.
The new CIO leader: setting the agenda and delivering results
2005
Introduction: The Crossroads "Two paths diverged in a wood…and I took the one less traveled. "-Robert Frost Chief information officers today stand at a crossroads. The role of each CIO is inevitably changing, because of two perspectives on information technology (IT). On the one hand, there is the lingering disaffection with IT from the Internet bust, the technology capital spending overhang, the popular press's assertion that IT is now irrelevant in discussions of competitive advantage, and the hysteria about IT jobs moving overseas. On the other hand, IT is gaining renewed interest for several reasons. The global economy seems to be finally escaping the doldrums, and business executives are desperate for innovation. Additionally, the regulatory environment has put far more emphasis on the timeliness, completeness, and accuracy of corporate information. Finally, technology is playing a foundational, if not a central, role in virtually every product and service. Standing still is not an option-every CIO will follow one of two paths based on these perspectives. The path influenced by the view that IT is irrelevant to competitive advantage leads to a role that might be called chief technology mechanic, a role ultimately no more prestigious than that of factory floor manager. The other path, influenced by the view that IT is at the heart of every significant business process and is crucial to innovation and enterprise success, leads to a role we call the new CIO leader. The new CIO leader bears all the prestige, respect, and responsibility of other senior executive positions (in fact the position will be a not infrequent steppingstone to COO and CEO positions).
CIOCB: A framework of competences for the Chief Information Officer – preliminary study
Procedia Computer Science, 2019
The role of the Chief Information Officer and the expectations about its performance have undergone significant changes in recent years. This transformation was not only driven by the evolution of information technologies and information systems but was also due to its growing importance within organizations. The integration of the information systems manager into the top management team in many organizations also had a direct impact on the profile and competences required to carry out its activities. A review on the set of competences currently required from these managers is therefore required. This research-in-progress paper proposes a framework, named CIOCB, which identifies a broad set of competences needed for the Chief Information Officer.
CC's for the CIO (Core Competencies for the Chief Information Officer)
2019
The role of the modern-day Chief Information Officer (CIO) is multi-faceted, dynamic, inherently pressured and complex, and one which requires a multidisciplinary knowledge and skill-set. As the executive charged with the responsibility of managing the fast changing and complex Information Systems (IS) and Information Technology (IT) function, the modern-day CIO must possess and continually develop a wide range of diverse competencies. Today's CIO is required to take a much broader role in the business, drive business transformation, innovate for competitive advantage and act as a key strategic partner within the wider organisation. This study reports preliminary findings from 30 Australian CIOs on the identification of core competencies and is part of a larger body of work leading to the development of a CIO Competency Framework-for use by both practitioners and researchers to help bridge the gap between practice and theory and aid in CIO succession planning.
The CIO role has become a very important position in all kinds of businesses from the task of leading the way to drive the business goal achievement and support all parts of the organization with ICT. Information systems are changing rapidly. The core remaining processes of IS organization are resulting in a significantly transformed organization, which according to (McNurlin et al., 2009) is characterized by Driving Innovation, Managing Supplier and User Relationship, and Supporting the Infrastructure. This study aims to investigate the effect of the CIOs' crucial positive leadership characteristics and competencies on the perceived management effectiveness in a transformed IS organization. The response from 63 CIOs/IT Managers of organizations in Thailand revealed that information technology competency and management competency played a significant role on perceived management effectiveness in a transformed IS organization. While the data shows that positive leadership has no ...