Taking the Reins as CIO

An executive's transition into any leadership role can be a challenge. Such transitions do not always go smoothly, and the negative consequences can be significant. This is particularly so for Chief Information Officers (CIOs), as the role has evolved significantly over the years yet remains deeply ambiguous. This is despite information and technology moving from the periphery of an organization to a fundamental driver of innovation and competitive advantage. This book is to help the newly appointed CIO take charge: the process of learning and taking action that the newly appointed CIO goes through until s/he has mastered the new assignment in sufficient depth to be effective in the role. This book provides keen insights into the challenges faced by today's CIOs while transitioning into a new role and enlightens readers on how to navigate the organizational environment in order to implement necessary changes. With plenty of practical tools and insights it will help you to: • Decide how best to approach the job

• Prioritize the first areas of the business you should attend to

• Draw up your goals for the first few weeks and months into the role

• Find out if there are there any decisions that you can postpone making Based on over 200 interviews with CIOs, CxOs, and recruiters, this book offers readers guidance on how to take on the role of a business executive with special responsibility for information and technology, with ten key prescriptions to maximize success.

First large scale body of research that focuses on understanding the evolving CIO role as well as what it takes to become effective when newly appointed into that role Examines why CIOs derail, the first such study ever undertaken Presents 11 prescriptions for CIOs to maximize effectiveness in the role and highlights the factors that might negatively impact them in the performance of their role

Auteur
Tony Gerth is a Clinical Professor at the University of North Texas where he teaches information systems management to undergraduate and graduate students. He also is an executive coach and advisor with a focus on working with technology executives in enhancing their leadership capabilities. Before entering academia, he held leadership positions in management consulting firms Deloitte, EDS and Infosys Consulting. In these capacities he has been consulting and working with CIOs for over 20 years. His research explores the dynamics of IT leadership and he has been published in MIS Quarterly Executive, Business Horizons, and Communications of AIS. Tony has spoken at numerous international, regional and local IT leadership conferences.

Joe Peppard is currently on leave of absence from MIT Sloan School of Management. He researches, teaches and consults in the domains of IT leadership, digital strategy and innovation, the execution of digital transformation programs, IT value and in the role, structure and capabilities of the IT unit in contemporary organizations. His research has been published widely in academic and practitioner outlets and his most recent book is The Strategic Management of Information Systems: Building a Digital Strategy. Joe is a Director of IT Alliance Group and Vitro Software.

Contenu

1. The Ambiguity of the CIO Role.- 2. No CIO Is an Island.- 3. How New Leaders "Fit In".- 4. Setting the Stage for CIO Transitions.- 5. Beyond the First 90 Days: Taking Charge.- 6. The Phases of Taking Charge.- 7. The Other Side of the Coin.- 8. Peers, Relationships and Influence.- 9. Taking Off: Guidance to CIOs.- 10. Advice from CIOs to CIOs.