LEADER 05442oam 2200685 450 001 9910808584903321 005 20210107021220.0 010 $a1-119-20510-7 010 $a1-118-62858-6 010 $a1-299-44928-X 010 $a1-118-62848-9 035 $a(CKB)2550000001018586 035 $a(EBL)1158348 035 $a(OCoLC)825198134 035 $a(SSID)ssj0000856797 035 $a(PQKBManifestationID)11448814 035 $a(PQKBTitleCode)TC0000856797 035 $a(PQKBWorkID)10818647 035 $a(PQKB)11349395 035 $a(DLC) 2013003145 035 $a(CaSebORM)9781118628584 035 $a(MiAaPQ)EBC1158348 035 $a(EXLCZ)992550000001018586 100 $a20130124d2013 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aStrategic IT $ebest practices for managers and executives /$fArthur M. Langer, Lyle Yorks 205 $a1st edition 210 1$aHoboken, New Jersey :$cJohn Wiley & Sons, Inc.,$d[2013] 215 $a1 online resource (242 p.) 225 0 $aCIO series 300 $aDescription based upon print version of record. 311 $a1-118-45687-4 320 $aIncludes bibliographical references and index. 327 $aCover; Title Page; Copyright; Contents; Foreword; Preface; Acknowledgments; Chapter 1 The CIO Dilemma; Business Integration; Security; Data Analytics; Legal Exposure; Cost Containment; Some History; The Challenge; The New Paradigm; Consumerization of Technology: The Next Paradigm Shift; The End of Planning; The CIO in the Organizational Context; The CIO and Organizational Structure; IT's Role in Business Strategy; Ways of Evaluating IT; Executive Knowledge and Management of IT; IT: A View from the CEO; Chapter 2 IT Drivers and Supporters; Drivers and Supporters 327 $aDrivers: A Closer Look from the CIO Supporters: Managing with Efficiency; IT: A Driver or a Supporter?; Technological Dynamism; Responsive Organizational Dynamism; Strategic Integration; Cultural Assimilation; IT Organization Communications with ``Others''; Movement of Traditional IT Staff; Technology Business Cycle; Feasibility; Measurement; Planning; Implementation; Evolution; Information Technology Roles and Responsibilities; Conclusion; Notes; Chapter 3 The Strategic Advocacy Mindset; What Is Strategic Advocacy?; A Political Economy Framework for Contextualizing Strategic Advocacy 327 $aStrategic Thinking: A Particular Kind of Mindset Engaging in Dialogic Processes; Reasoning through Analogies; Scenario Learning; Political Savvy as the Underpinning of Effective Strategic Advocacy; Mapping the Political Territory; Assessing the Trust/Agreement Matrix; Linking Agendas; Utilizing Currencies; Following the Credibility Path; Developing Social Capital through Networks and Coalitions; Conclusion; Notes; Chapter 4 Real-World Case Studies; BP: Dana Deasy, Global CIO; Merck & Co.: Chris Scalet, Senior Vice President and CIO; Covance: John Repko, CIO 327 $aCushman & Wakefield: Craig Cuyar, CIO Prudential: Barbara Koster, SVP and CIO; Procter & Gamble: Filippo Passerini, Group President and CIO; Cushman & Wakefield: A View from Another Perspective; The CFO; Human Resources; Conclusion; Personal Attributes; Organization Philosophy; Chapter 5 Patterns of a Strategically Effective CIO; Personal Attributes; 1. Push Yourself Outside Your Professional Comfort Zone; 2. Communication Skills Are at the Forefront of Leadership; 3. Do Not Become Too Enamored with Politics; 4. Do Not Shy Away from Tough Decisions; 5. Get Used to Ambiguity; 6. Take Risks 327 $a7. Lead without Authority 8. The Importance of Technical Skills Diminishes as You Approach the CIO Position; 9. Have Pride of Ownership; 10. Learn to Listen; 11. Do Not Accept Mediocrity; Organization Philosophy; 1. Integration of IT Is a Fundamental Objective; 2. CIOs Must Be Knowledgeable about the Business; 3. Have a Road Map; 4. Keep Your Pulse on Costs; 5. Having a Seat at the Table Does Matter; 6. Business Comes First; 7. Expand the Role beyond Traditional IT; 8. Have the Best People; 9. Pay Attention to Big Data; 10. Align with the Business; 11. Drive Profitability; 12. Use Benchmarks 327 $a13. React to the Dynamics of the Market 330 $aSolid guidance for CIO's on integration of technology into business models Strategic IT Best Practices for IT Managers and Executives is an exciting new book focused on the transition currently taking place in the CIO role, which involves developing a capacity for thinking strategically and effectively engaging peers in the senior executive team. This involves changing both theirs, and often their colleagues', mindsets about technology and their role in the organization. Straightforward and clear, this book fills the need for understanding the learning processes that have shaped 606 $aInformation technology$xManagement 606 $aStrategic planning 606 $aChief information officers 615 0$aInformation technology$xManagement. 615 0$aStrategic planning. 615 0$aChief information officers. 676 $a658.40380285 700 $aLanger$b Arthur M$0877843 701 $aYorks$b Lyle$0989890 801 0$bDLC 801 1$bDLC 801 2$bDLC 906 $aBOOK 912 $a9910808584903321 996 $aStrategic IT$94116042 997 $aUNINA