The New CIO Leader

Two converging factors--the ubiquitous presence of technology in organizations and the recent technology downturn--have brought chief information officers (CIOs) to a critical breaking point. They can seize the moment to leverage their expertise into a larger and more strategic role than ever before, or they can allow themselves to be relegated to the sideline function of "chief technology mechanic." Drawing from exclusive research conducted by Gartner, Inc., with thousands of companies and CIOs, Marianne Broadbent and Ellen Kitzis reveal exactly what CIOs must do now to solidify their credibility with the executive team and bridge the chasm that currently separates business and IT strategy.

*The New CIO Leader* outlines the agenda CIOs need to integrate business and IT assets in a way that moves corporate strategy forward--whether a firm is floundering, successfully competing, or leading its industry. Mandatory reading for CIOs in every firm, *The New CIO Leader* spells out how information systems can deliver results that matter--and how CIOs can become the enterprise leaders they should be.

*Contents*

Acknowledgements

Introduction: The Crossroads

1\. Laying the foundation: Leadership

PART ONE: DEMAND SIDE LEADERSHIP

2\. Understand the fundamentals of your environment

3\. Create your vision

4\. Shape and form expectations for an IT-enabled enterprise

5\. Create clear and appropriate IT governance

6\. Weave business and IT strategies together

PART TWO: SUPPLY-SIDE LEADERSHIP

7\. Build a new IS organization

8\. Develop a high performing IS team

9\. Manage enterprise and IT risks

10\. Communicate your performance

Conclusion: Bring it all together

Appendix A: A short assessment of personality type preferences

Appendix B: Identifying strategies and synergies to create maxims

Appendix C: IT services

Appendix D: The new CIO leader self-assessment

Notes

Index

About the authors