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This book reviews latest research on the effectiveness of the chief information officer (CIO) in organizations and its impact on IT success. It presents a model of six different roles, in which a contemporary CIO can act: technology provider, strategic supporter, business thinker, innovation driver, integration advisor, and relationship manager. The book analyses the effectiveness of the CIO role based on four antecedents: CIO personal competence, CIO hierarchical position, the management environment, and the IT infrastructure of the organization in which the CIO operates. Altogether the literature review synthesizes the results of highly fragmented work related to CIO role effectiveness reported in 98 studies published during the past three decades. The book contributes to information systems literature by integrating what is known about the scope and responsibilities of CIO organizational roles in the present management context, and by guiding research and practice in revealing how and why CIOs can achieve effectiveness in the six roles. The book concludes with a discussion of the limitations of the study and potential avenues for future research.
Intended to assist Fed. agencies in maximizing the success of CIO. Principles and practices gleaned from the case studies presented in the guide offer concrete suggestions on what agency executives can do to ensure the effectiveness of their CIO org's. The guide does not address all of the responsibilities which fall to Fed. agency CIO -- only those which have parallels in the private sector. Rather than dwell on differences, the study shows that there is much common ground between public and private CIO org's. on which to build efforts for improvement. The specific key conditions and strategies described can be used as suggestions for Fed. CIO to apply or adapt to their environments.
Down to earth, real answers on how to manage technology—from renowned IT leaders Filled with over thirty contributions from practitioners who handle both the day-to-day and longer term challenges that Information Technology (IT) departments and their parent businesses face, this hands-on, practical IT desk reference is written in lay terms for business people and IT personnel alike. Without jargon and lofty theories, this resource will help you assist your organization in addressing project risks in a global and interconnected world. Provides guidance on how business people and IT can work together to maximize business value Insights from more than thirty leading IT experts Commonsense, rational solutions for issues such as managing outsourcing relationships and operating IT as a business Offering solutions for many of the problems CIOs face, this unique book addresses the Chief Information Officer's role in managing and running IT as a business, so the IT department may become a full strategic partner in the organization's crucial decisions.
This book examines the effectiveness of communication between chief information officer (CIO) and chief executive officer (CEO) and its impact on the role of information technology (IT) in an organization. The book is empirically based on interviews with CIO/CEO pairs from twelve organizations in the manufacturing and retail industries. It examines how CIOs and CEOs can achieve effectiveness in their communication, including insights into antecedents and consequences of communication effectiveness. Based on the interview data the authors develop a CIO/CEO communication model with which CIOs and CEOs can gain new insights into the efficiency of their interactions, likely resulting in higher levels of shared understanding regarding the role of IT in their organization.
Virtually all of the executive agencies have appointed Chief Information Officers (CIO), & many have taken positive steps toward the implementation of information management (IM) processes specified by law. To reap the full benefits of IM reform, Federal agencies must utilize the full potential of CIOs as IM leaders & participants in the development of agency strategic plans & policies. The CIOs must meet the challenge of building credible IM organizations, & developing & organizing IM capabilities to meet agency mission needs. This guide will assist Fed. agencies in maximizing the success of CIOs. Offers concrete suggestions on what agency executives can do to ensure the effectiveness of their CIO organizations.

Executive Guide

United States. General Accounting Office. Accounting and Information Management Division

Published: 2000

Total Pages: 72


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CIO Survival Guide is a leadership manual for the emerging role of the Chief Information Officer. This book supports and guides CIOs in acquiring or enhancing their technical skills and leadership competencies to be a full and respected member of the Executive Team. It includes exposition and practice of the skills and competencies required to be a successful CIO.
The higher education chief information officer (CIO) role has evolved into a position that requires maintaining leadership skills, political relationships, and comprehension of far-reaching technical complexities (Nicolet, 2011). The role requires communication savvy, oversight of various teams, leadership experience, comprehension of financial resources, and the awareness of the business of higher education (Maas, 2010). Despite these responsibilities, in most cases, a CIO's position in institutions exists as a second-in-command to a top management team (TMT) member rather than existing as an equal and independent member of the top management team (Heller, 2009). Only 33% of CIOs in higher education report directly to the highest leadership, such as a president. Meaning, the overwhelming majority of CIOs report to a subordinate of the president, usually a CFO, COO, or CEO. 61% of CIOs in higher education were also members of the TMT. Therefore, in most cases a CIO either reports to a TMT member and are not on the TMT or report to a TMT member and concurrently are on the TMT. All of this is true, despite significant distributions of technology into higher education strategies (Brown, 2018). This research uses sub-questions related to the CIO's leadership location in the hierarchy, as deputy leaders to TMT members, to uncover the actions needed to continue meeting the strategic goals of higher education institutions. The purpose of this phenomenological research is to explore the experiences of higher education CIO's who have reported to a member of the TMT. The researcher focuses explicitly on CIOs who are in that position, adjacent to other leadership, while reporting to another TMT member and their management of responsibilities from an effectiveness, focus, and challenges standpoint. The research reveals the actions needed for CIOs to optimize their presence in achieving the strategic goals of higher education institutions. In the findings, CIO-participants describe their experiences with balancing their role's efficacy, maintaining focus, and overcoming the challenges faced while reporting to a TMT member. CIO-participants reported that they had difficulties leading in their institutions while reporting to a TMT member, including differences in perspective and political complications. The researcher identifies the cohesions among their views on strategic alignment of technology with higher education while a deputy to a TMT member. The researcher's recommendations result from the following cohesions: 1) expanding capabilities of their roles through relationship with TMT members, 2) maintaining awareness of HEI strategies to create consistencies with technology, and 3) help progress the institutions strategies through partnerships and the understanding the TMT members' motivations. The researcher recommends three future studies. The first is to review chief information officers' proactive (strategic) and reactive (operational) abilities. Many CIOs suggested that their level of responsibility in the institution hinged on whether their immediate supervisor viewed technology as a strategy (proactive) or a utility (or reactive or operational). The second to review the need for leadership training for members of the TMT and upcoming staff members at the institutions as CIO-participants noted that improved leadership skills were needed among top leaders in HEIs. The third recommendation is to develop a study that uses a group of CIOs and TMT members to discuss technology communications between them; this communication should consider informing and articulating technology clearly to TMT members.