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Strategic IT: Best Practices for Managers and Executives

Book Description

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.

Table of Contents

  1. Cover
  2. Series page
  3. Title Page
  4. Copyright
  5. Dedication
  6. Foreword
  7. Preface
    1. How This Book Is Structured
  8. Acknowledgments
  9. Chapter 1: The CIO Dilemma
    1. Business Integration
    2. Security
    3. Data Analytics
    4. Legal Exposure
    5. Cost Containment
    6. Some History
    7. The Challenge
    8. The New Paradigm
    9. Consumerization of Technology: The Next Paradigm Shift
    10. The End of Planning
    11. The CIO in the Organizational Context
    12. IT: A View from the CEO
    13. Notes
  10. Chapter 2: IT Drivers and Supporters
    1. Drivers and Supporters
    2. Drivers: A Closer Look from the CIO
    3. Supporters: Managing with Efficiency
    4. IT: A Driver or a Supporter?
    5. Technological Dynamism
    6. Responsive Organizational Dynamism
    7. IT Organization Communications with “Others”
    8. Movement of Traditional IT Staff
    9. Technology Business Cycle
    10. Information Technology Roles and Responsibilities
    11. Conclusion
    12. Notes
  11. Chapter 3: The Strategic Advocacy Mindset
    1. What Is Strategic Advocacy?
    2. A Political Economy Framework for Contextualizing Strategic Advocacy
    3. Strategic Thinking: A Particular Kind of Mindset
    4. Political Savvy as the Underpinning of Effective Strategic Advocacy
    5. Conclusion
    6. Notes
  12. Chapter 4: Real-World Case Studies
    1. BP: Dana Deasy, Global CIO
    2. Merck & Co.: Chris Scalet, Senior Vice President and CIO
    3. Covance: John Repko, CIO
    4. Cushman & Wakefield: Craig Cuyar, CIO
    5. Prudential: Barbara Koster, SVP and CIO
    6. Procter & Gamble: Filippo Passerini, Group President and CIO
    7. Cushman & Wakefield: A View from Another Perspective
    8. Conclusion
  13. Chapter 5: Patterns of a Strategically Effective CIO
    1. Personal Attributes
    2. Organization Philosophy
    3. Conclusion
    4. Notes
  14. Chapter 6: Lessons Learned and Best Practices
    1. Five Pillars to CIO Success—Lessons Learned
    2. The CIO or Chief IT Executive
    3. Chief Executive Officer
    4. Middle Management
    5. Conclusion
    6. Notes
  15. Chapter 7: Implications for Personal Development
    1. Rationale for a Self-Directed Learning Process of Personal Development
    2. Adopting a Developmental Action Inquiry Process for Both Strategic Insight and Mindset Awareness
    3. Testing One's “Business” Acumen
    4. Thinking Holistically in Terms of Situational Analysis and Synthesis of the Organization's Position
    5. Developing Strategic Mindsets within the Technology Function
    6. The Balanced Scorecard
    7. Conclusion
    8. Notes
  16. Chapter 8: The Non-IT CIO of the Future
    1. Driver-Side Responsibilities—New Automation
    2. Conclusion
    3. Notes
  17. Chapter 9: Conclusion: New Directions for the CIO of the Future
    1. Notes
  18. Bibliography
  19. About the Authors
  20. Index