Corporation on a Tightrope: Balancing Leadership, Goverance, and Technology in an Age of Complexity: Balancing Leadership, Governance and Technology in an Age of Complexity [Englisch] [Gebundene Ausgabe]

1. The technology leader of tomorrow must be a businessperson first, with all the leadership and people skills of any other senior executive.

2. In 1991, a study by Deloitte & Touche reported the average tenure of a CIO was three years and that almost one-third of all corporate CIO unwilling depart from their posts. In 1995, Computer Science Corp reported tenure of five years.

3. A ComputerWorld survey of Fortune 1,000 CEO found that 64% doubted the value of their IT investment. Among the reasons for this negative perception was failure to understand governance, strategic misalignment, lack of proper communication, unrealistic expectations, the failure to bring new technologies into the organization in a timely fashion, lack of innovative uses of technology, and a misunderstanding of how costs and how value should be accessed.

4. Strategic Alignment Modeling starts from the premise that every change made in the business strategy affects the business structure, the IT strategy, and the IT infrastructure.

5. Many CIOs, fail to make clear the gains from using technology to automate a process.

6. CIOs face the difficulty of delivering applications on time and within budget.

7. Businesses look to technology leaders to be the prime movers in the use of technology, which is why technology leaders need to avoid personal attachment to a specific system. These leaders are determined to protect what they are familiar with and to maintain the control that a large, single system provides - that they ignore all recommendations for change.

8. Among the most frequently heard complaints about CIOs is that they promise improvements from new technologies that simply do not materialize.

9. Senior management approves cost of new technology based on gains in productivity over a five-year period and that business volume by providing customers with efficient, high quality service.

10. Divisional Information Officer establishes a structure where the CIO works closely with senior management. This is done so the units could each find the best business solution for their IT needs- developing their own systems, or contracting with either outsourcers or the corporate IS group producing coherency of vision, maximizing buying power, using best-practices, and not sacrificing long-term viability by adopting short term strategies.

11. InformationWeek suggest that IT personnel are too important to be bottled up in any single part of the company. It should be divided into four primary functions: data services, building applications, strategic planning, and enforcement of the rules through the executives of the organization.

12. The CIO may have the power to take away any business unit's IT franchise if they do not adhere to the principles established by the governing coordinating body.

13. CIO reveal in a 251 market survey that 96 percent can predict information expeditures, occupancy costs, head count capacity and price/performance for the next three years. They often are signing nine-year outsourcing contracts. CIOs have no way to measuring their needs and costs for the outsourcing project.

14. A strong, small core IT group is necessary to develop and manage the outsourcing arrangement, and to build new arrangements if those in place break down.

15. At companies such as IBM, Xerox, Kodak, and Merrill Lynch, recent CIOs have been fast-track executives with records of managing important non-technological aspects of the business.

16. The IT group must be prepared to grow, which means switching to open systems that can expand in far smaller increments