Strategic IT: Best Practices for Managers and Executives

Discover the secrets to CIO strategic advocacy and success Written by Art Langer and Lyle Yorks, recognized authorities in the areas of technology management and leadership, Strategic IT: Best Practices for Managers and Executives includes cases, lessons learned, and best practices from CIOs at high-performing companies including BP, Prudential, Covance, Guardian, Merck, and others. In Strategic IT , Langer and Yorks explore the current transformation in the CIO role and equip IT professionals to think strategically, answering questions including: What is strategic advocacy? Why should CIOs make technology an important part of business strategy? How is technology organizationally positioned as an effective strategic driver? What challenges are posed by various ways of positioning technology and what are the implications of how these challenges are resolved? What strategies are used by high-performing CIOs in addressing challenges and in strategically positioning technology? How will the new wave of disruptive technologies affect organizations? Defining best practices to implement and sustain strategic advocacy and success at the CIO level, Strategic IT helps you grow successfully in your CIO position—from integration of technology as a business driver to developing a strategic mindset within the technology function.

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 Strategic Advocacy 44 Strategic Thinking: A Particular Kind of Mindset 47 Political Savvy as the Underpinning of Effective Strategic Advocacy 54 Conclusion 60 CHAPTER 4 Real–World Case Studies 65 BP: Dana Deasy, Global CIO 66 Merck & Co.: Chris Scalet, Senior Vice President and CIO 68 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 CIO 74 Cushman & Wakefield: A View from Another Perspective 75 Conclusion 81 CHAPTER 5 Patterns of a Strategically Effective CIO 85 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 Personal Development 157 Adopting a Developmental Action Inquiry Process for Both Strategic Insight and Mindset Awareness 158 Testing One’s ‘‘Business’’ Acumen 161 Thinking Holistically in Terms of Situational Analysis and Synthesis of the Organization’s Position 164 Developing Strategic Mindsets within the Technology Function 167 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 the Future 193 BIBLIOGRAPHY 209 ABOUT THE AUTHORS 215 INDEX 217

Dr. ARTHUR M. LANGER is the Academic Director of the Executive Master of Science in Technology Management, Columbia University Program in Technology, School of Continuing Education. He also serves on the faculties of the Graduate School of Business and the Teachers College, Columbia University Graduate School of Education. He has authored seven books and writes for various technology journals and magazines. Dr. LYLE YORKS is Associate Professor in the Department of Organization and Leadership, Teachers College, Columbia University, where he teaches graduate courses in strategy development. He serves on the Executive Education faculties at various universities, where he teaches classes in leading strategic change, negotiation, and organizational influence. He has presented on strategic influencing for the Chief Information Officer Institute workshops held at Columbia University.