Strategic Information Technology: Best Practices to Drive Digital Transformation(Wiley CIO)

Successfully navigate the changing face of the CIO role Strategic Information Technology offers CIOs a handbook for engaging with the senior management conversations surrounding strategy. The CIO role is currently undergoing a massive transition from technology-focused expert to a more strategic mindset, and this book provides proven methods for taking your seat at the table. Lessons from high-performing CIOs and a wealth of leading-edge insight provide invaluable guidance for positioning technology as a strategic driver across the business, while a focus on building the necessary connections—for example, an alliance between IT and HR—provide a multimodal approach to navigating the transition. The evolution of the CIO’s role involves more than simply technical knowledge; the new CIO must be an influencer, an engager, and just as adept at the soft skills that become increasingly crucial as you climb the management ladder. It’s about changing mindsets, translating hard skills into strategic advantages, and demonstrating IT’s value to the strategic decision making process. This book provides best practices, illustrative examples, and up-to-date perspective for CIOs wanting to: Position IT as a critical driver of overall strategy Build on functional expertise with strategic insight Learn from the stories of successful tech-to-strategy transformations Engage C-Suite peers in shaping the strategic conversation Not long ago, the CIO occupied a unique place in the C-Suite. Executive by title, CIOs have nevertheless been seen as predominantly the “chief tech expert” with little input into strategy, as IT has historically been regarded as a tool rather than a source of competitive advantage. The truth is becoming increasingly apparent, with companies around the world turning to technology in order to gain a competitive edge, and CIOs are beginning to claim their place in strategy discussions. Strategic Information Technology offers much needed guidance for a successful transformation.

Table of Contents:
Foreword xi Preface xiii Acknowledgments xix CHAPTER 1 The CIO Dilemma 1 Business Integration 2 Security 2 Data Analytics 3 Legal Exposure 3 Cost Containment 3 Some History 4 The Challenge 5 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 14 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? 24 Technological Dynamism 25 Responsive Organizational Dynamism 26 IT Organization Communications with ‘‘Others’’ 31 Movement of Traditional IT Staff 31 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 56 Conclusion 62 CHAPTER 4 Real-World Case Studies 67 BP: Dana Deasy, Global CIO 68 Merck & Co.: Chris Scalet, Senior Vice President and CIO 70 Covance: John Repko, CIO 71 Cushman & Wakefield: Craig Cuyar, CIO 73 Prudential: Barbara Koster, SVP and CIO 75 Procter & Gamble: Filippo Passerini, Group President and CIO 76 Cushman & Wakefield: A View from Another Perspective 77 Conclusion 83 CHAPTER 5 Patterns of a Strategically Effective CIO 87 Personal Attributes 87 Organization Philosophy 100 Conclusion 114 CHAPTER 6 Lessons Learned and Best Practices 117 Five Pillars to CIO Success—Lessons Learned 117 The CIO or Chief IT Executive 120 Chief Executive Officer 134 Middle Management 145 Conclusion 150 CHAPTER 7 Implications for Personal Development 159 Rationale for a Self-Directed Learning Process of Personal Development 160 Adopting a Developmental Action Inquiry Process for Both Strategic Insight and Mindset Awareness 162 Testing One’s ‘‘Business‘‘ Acumen 165 Thinking Holistically in Terms of Situational Analysis and Synthesis of the Organization’s Position 167 Developing Strategic Mindsets Within the Technology Function 171 The Balanced Scorecard 172 Conclusion 176 CHAPTER 8 Digital Transformation and Business Strategy 179 Introduction 179 Requirements Without User Input 184 The S-Curve and Digital Transformation 187 Organizational Change and the S-Curve 189 Communities of Practice 190 The Technology Leader Role in the Digital Era 190 Technology Disruption on Firms and Industries 191 Critical Components of ‘‘Digital‘‘ Organization 193 How to Assimilate Digital Technology 194 Conclusion 196 CHAPTER 9 Integrating Gen Y Talent 197 Introduction 197 Employment in the Digital Economy 199 Attributes of Gen Y Employees 200 Benefits of Gen Y Employees 201 Integration of Gen Y with Baby Boomers and Gen X 201 Designing the Digital Enterprise 202 Gen Y Talent from Underserved Populations 203 Langer Workforce Maturity Arc 204 Implications for New Pathways for Digital Talent 210 Global Implications for Sources of Talent 212 Conclusion 212 CHAPTER 10 Creating a Cyber Security Culture 215 Introduction 215 History 215 Presenting to the Board 217 Designing a Cyber Security Culture 217 Dealing with Compromise 218 Cyber Security and Responsive Organizational Dynamism 218 Cyber Strategic Integration 219 Cyber Cultural Assimilation 220 Summary 221 Organizational Learning and Cyber-Minded Application Development 222 Risk and Cyber Security 222 Risk Responsibility 223 Cyber and Driver/Supporter Theory 225 CHAPTER 11 The Non-IT CIO of the Future 227 Driver-Side Responsibilities—New Automation 227 Conclusion 242 CHAPTER 12 Conclusion: New Directions for the CIO of the Future 245 Bibliography 261 About the authors 267 Index 269

About the Author :
ARTHUR M. LANGER, EdD, is the Professor of Professional Practice, Director for the Center for Technology Management, and the Academic Director of the Master of Science Programs in Technology Management at Columbia University. He is also an affiliated faculty member in the Department of Organization and Leadership at the Graduate School of Education (Teachers College). LYLE YORKS, EdD, is Professor in the Department of Organization and Leadership, Teachers College, Columbia University, where he teaches courses in strategy development as learning process, strategic human resource development, strategic information technology and research.