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The Effective CIO

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The Effective CIO

How to Achieve Outstanding Success through Strategic Alignment, Financial Management, and IT Governance

Auerbach Publications,

15 мин на чтение
10 основных идей
Аудио и текст

Что внутри?

Today’s CIOs must add strategy, finance and governance skills to their technical chops.

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Editorial Rating

7

Qualities

  • Innovative
  • Applicable

Recommendation

Too often, technical virtuosi believe their skill entitles them to a seat in the executive suite. But both companies and chief information officers (CIOs) benefit when CIOs have finance and project-management chops in addition to technical knowledge. Information technology experts Eric J. Brown and William A. Yarberry Jr. explain why IT “governance” is necessary and why IT systems must match corporate strategy. Their discussion of the contribution of IT due diligence to the success of mergers and acquisitions is particularly valuable, since the failure to do such research dooms many M&As. They offer good advice on how to choose which functions to outsource, how to select vendors and what to look for in consultants. Whether you are a current or aspiring CIO, getAbstract suggests that you use this terrific handbook to learn how you can make a strong business contribution through technology. One note: Although Brown and Yarberry’s work is certainly accessible to a general business audience, their focus on IT with its accompanying jargon may make their guide somewhat tough going for those outside its target audience.

Summary

The Skills of a Chief Information Officer

Every chief information officer (CIO) uses the position differently. Obviously, CIOs need to understand technology, but they also additional skills to do a top-notch job.

CIOs come from a wide range of educational backgrounds. No well-worn path leads to success as a CIO, so you can pave your own way. Start with a good foundation in technology, business, organizational behavior, finance and analytics. Then, actively acquire experience. Don’t be shy about promoting your talents and successes, since people become CIOs by getting noticed for doing things creatively and well. When you plan, remember: Keep it simple. Things change too fast in your field for complex strategies to be realistic.

“Governance” Is Fundamental

Information technology (IT) exists to support the company’s mission and goals, and governance is the structure you create to make that happen. Letting IT run without governance is sowing the seeds for painful crises that will require time and money to fix.

The IT department should support the firm’s delivery of value both in-house and to customers. IT should help the company manage its resources...

About the Authors

Eric J. Brown is CIO of NCI Building Systems, where he developed the strategy to connect the company’s IT architecture with its business objectives. William A. Yarberry Jr. is an IT consultant with more than 30 years of experience. He is also the author of two books and more than 20 articles on IT and management.

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