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Solid guidance for CIOs on integration of technology intobusiness models Strategic IT Best Practices for IT Managers andExecutives is an exciting new book focused on the transitioncurrently taking place in the CIO role, which involves developing acapacity for thinking strategically and effectively engaging peersin the senior executive team. This involves changing both theirs,and often their colleagues', mindsets about technology and theirrole in the organization. Straightforward and clear, this book fills the need forunderstanding the learning processes that have shaped the strategicmindsets…mehr
Solid guidance for CIOs on integration of technology intobusiness models Strategic IT Best Practices for IT Managers andExecutives is an exciting new book focused on the transitioncurrently taking place in the CIO role, which involves developing acapacity for thinking strategically and effectively engaging peersin the senior executive team. This involves changing both theirs,and often their colleagues', mindsets about technology and theirrole in the organization. Straightforward and clear, this book fills the need forunderstanding the learning processes that have shaped the strategicmindsets of technology executives who have successfully made thetransition from a technology-focused expert mindset to a strategicorientation that adds value to the business. * Defines strategy advocacy as a process through which technologyleaders in organizations build on their functional expertise * Focuses on the shift in mindset necessary for technologyexecutives to establish a seat at the table in the C suite as arespected strategic colleague * Includes stories of high performing CIOs and how they learnedsuccessful strategies for getting technology positioned as astrategic driver across the business Written by Art Langer and Lyle Yorks, recognized authorities inthe areas of technology management and leadership, Strategic ITBest Practices for IT Managers and Executives includesanecdotes from CIOs at companies including BP, Prudential, Covance,Guardian, Merck, and others.
Dr. ARTHUR M. LANGER is the Academic Director of theExecutive Master of Science in Technology Management, ColumbiaUniversity Program in Technology, School of Continuing Education.He also serves on the faculties of the Graduate School of Businessand the Teachers College, Columbia University Graduate School ofEducation. He has authored seven books and writes for varioustechnology journals and magazines. Dr. LYLE YORKS is Associate Professor in the Departmentof Organization and Leadership, Teachers College, ColumbiaUniversity, where he teaches graduate courses in strategydevelopment. He serves on the Executive Education faculties atvarious universities, where he teaches classes in leading strategicchange, negotiation, and organizational influence. He has presentedon strategic influencing for the Chief Information OfficerInstitute workshops held at Columbia University.
Inhaltsangabe
FOREWORD xi PREFACE xiii ACKNOWLEDGMENTS xvii CHAPTER 1 The CIO Dilemma 1 Business Integration 2 Security 3 Data Analytics 3 Legal Exposure 3 Cost Containment 4 Some History 5 The Challenge 6 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 15 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? 25 Technological Dynamism 25 Responsive Organizational Dynamism 26 IT Organization Communications with''Others'' 31 Movement of Traditional IT Staff 32 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 StrategicAdvocacy 44 Strategic Thinking: A Particular Kind of Mindset 47 Political Savvy as the Underpinning of Effective StrategicAdvocacy 54 Conclusion 60 CHAPTER 4 Real-World Case Studies 65 BP: Dana Deasy, Global CIO 66 Merck & Co.: Chris Scalet, Senior Vice President and CIO68 Covance: John Repko, CIO 69 Cushman & Wakefield: Craig Cuyar, CIO 71 Prudential: Barbara Koster, SVP and CIO 73 Procter & Gamble: Filippo Passerini, Group President and CIO74 Cushman & Wakefield: A View from Another Perspective 75 Conclusion 81 CHAPTER 5 Patterns of a Strategically Effective CIO85 Personal Attributes 85 Organization Philosophy 98 Conclusion 112 CHAPTER 6 Lessons Learned and Best Practices 115 Five Pillars to CIO Success--Lessons Learned 115 The CIO or Chief IT Executive 118 Chief Executive Officer 125 Middle Management 135 Conclusion 146 CHAPTER 7 Implications for Personal Development 155 Rationale for a Self-Directed Learning Process of PersonalDevelopment 157 Adopting a Developmental Action Inquiry Process for BothStrategic Insight and Mindset Awareness 158 Testing One's ''Business'' Acumen161 Thinking Holistically in Terms of Situational Analysis andSynthesis of the Organization's Position 164 Developing Strategic Mindsets within the Technology Function167 The Balanced Scorecard 168 Conclusion 172 CHAPTER 8 The Non-IT CIO of the Future 175 Driver-Side Responsibilities--New Automation 175 Conclusion 190 CHAPTER 9 Conclusion: New Directions for the CIO of theFuture 193 BIBLIOGRAPHY 209 ABOUT THE AUTHORS 215 INDEX 217
FOREWORD xi PREFACE xiii ACKNOWLEDGMENTS xvii CHAPTER 1 The CIO Dilemma 1 Business Integration 2 Security 3 Data Analytics 3 Legal Exposure 3 Cost Containment 4 Some History 5 The Challenge 6 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 15 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? 25 Technological Dynamism 25 Responsive Organizational Dynamism 26 IT Organization Communications with''Others'' 31 Movement of Traditional IT Staff 32 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 StrategicAdvocacy 44 Strategic Thinking: A Particular Kind of Mindset 47 Political Savvy as the Underpinning of Effective StrategicAdvocacy 54 Conclusion 60 CHAPTER 4 Real-World Case Studies 65 BP: Dana Deasy, Global CIO 66 Merck & Co.: Chris Scalet, Senior Vice President and CIO68 Covance: John Repko, CIO 69 Cushman & Wakefield: Craig Cuyar, CIO 71 Prudential: Barbara Koster, SVP and CIO 73 Procter & Gamble: Filippo Passerini, Group President and CIO74 Cushman & Wakefield: A View from Another Perspective 75 Conclusion 81 CHAPTER 5 Patterns of a Strategically Effective CIO85 Personal Attributes 85 Organization Philosophy 98 Conclusion 112 CHAPTER 6 Lessons Learned and Best Practices 115 Five Pillars to CIO Success--Lessons Learned 115 The CIO or Chief IT Executive 118 Chief Executive Officer 125 Middle Management 135 Conclusion 146 CHAPTER 7 Implications for Personal Development 155 Rationale for a Self-Directed Learning Process of PersonalDevelopment 157 Adopting a Developmental Action Inquiry Process for BothStrategic Insight and Mindset Awareness 158 Testing One's ''Business'' Acumen161 Thinking Holistically in Terms of Situational Analysis andSynthesis of the Organization's Position 164 Developing Strategic Mindsets within the Technology Function167 The Balanced Scorecard 168 Conclusion 172 CHAPTER 8 The Non-IT CIO of the Future 175 Driver-Side Responsibilities--New Automation 175 Conclusion 190 CHAPTER 9 Conclusion: New Directions for the CIO of theFuture 193 BIBLIOGRAPHY 209 ABOUT THE AUTHORS 215 INDEX 217
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