Strategic IT : best practices for managers and executives

Content: 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 75     Conclusion 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