Taking the Reins as CIO: A Blueprint for Leadership Transitions

Preface
	A Golden Age for CIOs
	The Research Underpinning This Book
	Outline of the Book
Acknowledgments
Contents
List of Figures
List of Tables
1: The Ambiguity of the CIO Role
	The Evolution of the CIO Role
	Understanding the Causes of CIO Role Ambiguity
	Inappropriate Frame of Reference
	The Silent ‘I’ in CIO
	The CIO Stereotype
	Paradoxes Confusing the Role
	Muddying the Waters: The Emergence of the CDO Role
	Differing CIO Role Definitions
	Where Next for the CIO Role?
	Implications of Role Ambiguity for the Newly Appointed CIO
2: No CIO Is an Island
	The CIO’s Theater of Operations
	The Frame of Reference of the CxO Team
	Expectations of CxOs for CIOs
	Relationship Between CIO and CEO and CxO Team
	IT Decision-Making Processes
	IT Value Realization Processes
	The CIO’s Own Leadership Team
	Implications for the CIO Taking Charge
3: How New Leaders “Fit In”
	Role Theory
	Organizational Socialization
	Leader Socialization
	Why CIOs Can Struggle in a Leadership Role
	Identifying Your Interaction Preferences
	Why IT Professionals Get Stuck
	The Challenge of Moving Up to Leadership Role
	Upping Your Self-Awareness Quotient
	Fitting In
4: Setting the Stage for CIO Transitions
	Transition Types
	CIO Stories
		Outsider Hired for a Turnaround Transition
		Insider Assigned to Realignment Transition
		Outsider Who Led a Turnaround as a First Time CIO
		Industry Veteran Takes on a New Challenge
		From Production Supervisor to CIO
		An Insider from Finance Leads a Turnaround
		An Automotive CIO Moves to Turnaround Local Government
		Leading IT in Higher Education
	The Stage Is Now Set…
5: Beyond the First 90 Days: Taking Charge
	Why Is Taking Charge Different for CIOs?
	The Taking Charge Process
	Start-Up Transitions
		Entry
		Stabilization
		Renewal
	Turnaround Transitions
		Entry
		Stabilization
		Renewal
	Realignment Transitions
		Entry
		Stabilization
		Renewal
	Success-Sustaining Transitions
		Entry
		Stabilization
		Renewal
	Taking Charge
6: The Phases of Taking Charge
	The Entry Phase
		IT Leadership Team Assessment
		IT Governance Process Maturity
		CxO IT Savvy
	The Stabilization Phase
		Service/Project Delivery
		Building the IT Leadership Team
		Implementing IT Governance
		The Importance of Decisive Decision-Making
	The Renewal Phase
		Setting Strategic Direction
		Enhancing IT Governance
		The Emerging Business Leader
	Taking the Reins
7: The Other Side of the Coin
	CxO Perceptions of the CIO Role
	What Makes for a Successful Transition?
		Getting Results
		Cultural Fit
	Uncovering Frames of Reference
	What CxOs Think Is Important for Success
8: Peers, Relationships and Influence
	Creating a Shared Understanding and Vision
	Peer Stakeholders and Relationships
	Peer Influence
	Getting Attention for Ideas and Innovation
		Gaining Legitimacy for Ideas
	Building Social Capital
	Successful Transitions Are All About People!
9: Taking Off: Guidance to CIOs
	Be Prepared for Surprises, Even After Extensive Due Diligence
	Understand the Entry Phase Is Primarily About Learning
		One-on-One Meetings with Stakeholders and Their Team Members
		Group Discussions with Functions/Departments/Geographies
		Meet with Your Own Team, Individually and in Groups
		Review Plans, Standards, Policies and Other Strategic Documents
		Assess the Program Status of the Largest IT Initiatives
		Assess Your Leadership Team’s Current Capabilities and Potential to Lead in the Future
		Observe the Power Dynamics in Meetings That You Attend
	Proactively Build Relationships with Peers
	Don’t Introduce Change Too Quickly
	Realize What Worked in the Past May Not Be Successful Again
	Be Clear as to What Constitutes Success
	Build a Shared Vision for the Role and Contribution of IT
	Cultivate a Frame of Reference Appropriate for Success with Information and Technology
	Earn the Right to Influence Business Strategy
	There Are No Shortcuts to Successfully Taking Charge
	Good Luck!
10: Advice from CIOs to CIOs
	Karen Alber (Former CIO of MillerCoors, HJ Heinz)1
	Dr. Michael Müller-Wünsch (CIO Otto; Formerly SVP Corporate IT [CIO] of Lekkerland AG & Co.KG; Partner at HiSolutions AG; Various Roles CEVA Logistics; Chief Operating Officer of myToys.de)2
	Michael Spandau (SVP for Global IT—Fender Musical Instruments)4
	Eric Saracchi (Chief Information Officer, Firmenich)5
	Gary Hayes (SVP and CIO, CenterPoint Energy)6
	Gerry Mecca (Former VP and CIO, Keurig Dr. Pepper)7
	Robert J. Webb (Former CIO—MetLife Japan, Etihad Airways, Hilton Hotels, Equifax Global, GE)8
	John Lawson (CIO—BAE Systems PLC)9
	Richard Corbridge (Director of Innovation, Boots [UK], Former CIO NHS Leeds Teaching Hospitals Trust, CIO Health Service Executive in Ireland and CEO eHealth Ireland, and CIO National Institute for Health Research)10
Index