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CIO Executive Summary

CIO Executive Summary

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11/26/2012

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TheNew Voice
of the
CIO
 Insights rom theGlobal Chie InormationOfcer Study Executive Summary
 
2 The New Voice of the CIO
Executive summary
 
In a fast-moving business environment, how can today’s Chief Information
Ofcer (CIO) make the biggest impact on behalf of the entire organization? To answer that question, we listened to over 2,500 CIOs worldwide. Theseone-hour, face-to-face conversations, along with our statistical andnancial analyses, made clearer the changing demands on CIOs. Notcontent to be known only as consummate IT experts or perpetual seekersof savings, CIOs are redening their role. The voice of the CIO is being heard in new ways – as CIOs are increasinglyrecognized as full-edged members of the senior executive team.Successful CIOs are much more actively engaged in setting strategy,enabling exibility and change, and solving business problems, not just IT problems. Today’s CIOs spend an impressive 55 percent of their time on activitiesthat spur innovation. These activities include
 generating buy-in for  innovative plans, implementing new technologies
and
 
 managing non-technology business issues
. The remaining 45 percent is spent onessential, more traditional CIO tasks related to
 managing the ongoingtechnology environment 
.
This includes reducing IT costs, mitigatingenterprise risks and leveraging automation to reduce costs elsewhere inthe business.CIOs universally acknowledge that some of their most important objectivestoo often seem to clash:
How can we support the introduction of new  services while avoiding the disruption of existing services? How can I reduce costs while improving services? How will I balance the need to
 infuence business strategy with the need to provide top-notch IT support?
 
Complementary, yet sometimes conficting roles
 An Electronics CIO summed it up well: “In IT, we are not magicians, butwe are certainly jugglers.” On any given day, CIOs are poised for theunexpected, leading an organization that solves a myriad of problems forcustomers, both internal and external. Without question, IT functionsrepresent the lifeblood of most businesses. But CIOs told us that they canonly turn more attention to new technology ideas after addressing currentIT needs.
This is a summary of theIBM Global CIO Study:The New Voice of the CIO.The full study is available at:
ibm.com
 /voiceofthecio
 
Executive summary 3
 After thousands of interviews, we found that successful CIOs actuallyblend three pairs of roles. These dual roles seem contradictory, but theyare actually complementary. To characterize each role, we have coined aterm that describes its dominant quality. At any given time, a CIO is:An Insightful Visionary and an Able PragmatistA Savvy Value Creator and a Relentless Cost CutterA Collaborative Business Leader and an Inspiring IT Manager.By integrating these three pairs of roles, the CIO:
 Makes innovation real 
It’s not enough to just plan for innovation – it needs a robust foundation.When acting as an Insightful Visionary, a CIO is perceptive, promoting abroad technology agenda to help the business prot from leading-edgeinitiatives. The ip side of the Visionary is the Able Pragmatist role. As aPragmatist, a CIO deals with the realities of the business. The Pragmatistalso facilitates the productivity of current IT solutions to allow more timeand budget for innovation.
 Raises the ROI o IT 
Using IT to produce greater business value is vital, accompanied by anongoing focus on lower costs and higher efciency. A Savvy Value Creatornds new ways to help customers and the organization prot from howdata is used. The Relentless Cost Cutter, its counterpart, is focused onmanaging budgets and processes to eliminate or reduce costs.
 Expands business impact 
 
 To contribute the most to the organization, proven expertise in bothbusiness and technical matters is vital. Part of the time, CIOs will engagewith the enterprise as Collaborative Business Leaders, to drive newbusiness initiatives and cultural shifts jointly with fellow CxOs. At othertimes, the Inspiring IT Manager role occupies center stage to motivate theIT organization and deliver superior IT performance.

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