دانلود رایگان مقاله چگونگی بازگشت ناپذیری CIO و اجتناب از آن

Abstract

With information technology (IT) becoming ever more ubiquitous and pervasive, the resulting deluge of data is driving a wave of digital disruption. No industry, it seems, is immune, and business performance is increasingly dependent on the effective use of IT and investments in technology that generate real business benefits. Yet research continues to report that most of these investments don’t pay off as expected. Blame for such scenarios is normally placed at the feet of the Chief Information Officer (CIO). Some commentators have even suggested that it is now time to replace the CIO role with that of CDO (Chief Digital Officer). This line of thinking ignores the inherent organizational dynamics that lead to the derailment of the executive in charge of IT; merely changing the job title won’t fix the problem. This article uses research conducted over the course of 8 years to illuminate reasons why CIO leaders are derailed, and what they and the CEO can do to avoid this outcome. Causes of derailment are presented in detail, and prescriptive advice is given for CIOs and CEOs alike regarding how to address causes of executive failure in leading the digital transformation of organizations.

5. Driving the digital agenda forward

Not understanding the dynamics of derailment is a key reason for the failure of CIOs/CDOs that drives their transition out of the organization. CIOs and CDOs can raise their probability of success by proactively addressing the causes of derailment. CEOs can contribute to the successful transition by setting and communicating clear expectations for the CIO and the role of IT in the organization. Moreover, CEOs need to hold all top managers–—not just the CIO–—accountable for executing that digital vision. As one CEO said to us: ‘‘The CIO can only deliver what he or she is allowed to deliver.’’ Organizations get the IT they deserve.