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Two converging factors--the ubiquitous presence of technology in organizations and the recent technology downturn--have brought chief information officers (CIOs) to a critical breaking point. They can seize the moment to leverage their expertise into a larger and more strategic role than ever before, or they can allow themselves to be relegated to the sideline function of "chief technology mechanic." Drawing from exclusive research conducted by Gartner, Inc., with thousands of companies and CIOs, Marianne Broadbent and Ellen Kitzis reveal exactly what CIOs must do now to solidify their credibility with the executive team and bridge the chasm that currently separates business and IT strategy.
The New CIO Leader outlines the agenda CIOs need to integrate business and IT assets in a way that moves corporate strategy forward--whether a firm is floundering, successfully competing, or leading its industry. Mandatory reading for CIOs in every firm, The New CIO Leader spells out how information systems can deliver results that matter--and how CIOs can become the enterprise leaders they should be.
- Sales Rank: #87779 in eBooks
- Published on: 2004-12-01
- Released on: 2004-12-01
- Format: Kindle eBook
About the Author
Marianne Broadbent is associate dean at Melbourne Business School (MBS) and a Gartner Fellow with Gartner, Inc., and coauthor of Leveraging the New Infrastructure (HBS Press, 1998).
Most helpful customer reviews
18 of 48 people found the following review helpful.
Pedantic and boring
By Jaewoo Kim
Buried in various places in this 287 page book are few intellectual gems which strikes a chord with reality. Otherwise, the authors of this book never seemed to have touched a server nor managed an IT department.
The book deals with 10 topics:
1)Lead, don't manage. (This part was very weak)
2)Understand the fundamentals of your environment (The CIOs have to understand the fundamentals too??)
3)Create a vision for how IT will build your organization's success. (You mean CIOs should have a goal??)
4)Shape and inform expectations for an IT enabled enterprise (You mean computers can't do everything??)
5)Create clear and appropriate IT governance. (The authors claim that IT governance is secret to IT success...and I was dumb enough to believe having talented personnel is secret to IT success).
6)Weave business and IT strategy together. (As if business and IT are not weaved together in the first place. Yeah, all those million dollars worth of servers are secretly being used to play video games and do nothing for the business at all)
7)Build a new IS organization--one that is leaner and more focused than its more traditional predecessor. (Do more with less...what else is new??)
8)Develop and nurture a high performance team in your IS organization. (I think this one has been written only a million times in other books).
9)Manage the new enterprise and IT Risks (Strictly fillers)
10)Communicate IS performance in business relavant language. (This chapter was nice...essentially, you should market the importance of IT as much as possible).
8 of 8 people found the following review helpful.
You Want To Fix The Mercedes or Drive It?
By Christopher Byrne
The times they are changing. The direction of change for Chief Information Officers (CIOs) has had different answers from different people. In their December 2004 book, entitled The New CIO Leader: Setting the Agenda and Delivering Results (2005, Harvard Business School Press, 338 Pages, ISBN 1591395771), Marianne Broadbent (Associate Dean of the Melboune Business School) and Ellen S Kitzen (Group Vice-President of the Gartner Group's Executive Programs) argue that the choice is yours. You can choose to be a new CIO Leader or be relegated to Chief Technology Mechanic. The authors do an outstanding job of discussing the seas change, until the book loses some of its luster from what appears to be their interpretation of Control Objectives for Information and Related Technologies (CobiT).
The authors start out strong by identifying what the sea change is, as technology is increasingly relied up to support all functions within the enterprise. After a discussion that lays down a foundation of how they view leadership, they break the goals of the new CIO Leader down into two parts: "Demand-Side Leadership" and "Supply-Side Leadership". On the demand side, they cover politics, realities and the need for strong IT governance. They emphasize that the new CIO leader has to be willing to step and be recognized as part of the leadership team. On the supply side, they delve it what it takes to create a high-performance IT team, measure results, and communicating the results. In all, they lay a strong foundation for a framework/paradigm for CIOs to follow.
And that is where the book loses it. They are laying down a foundation that strongly resembles the CobiT Framework. CobiT is about linking technology and business objectives in an integrated fashion, providing a controls framework to ensure success. It is essentially a circular (feedback-driven) cradle to grave process. So I wondered why I was not seeing it mentioned in the book. Eventually I came to it, but only in a very brief discussion of developing security policies. This "silo" misses the mark and may give those unfamiliar with COBIT, the wrong perception of what it is. I was quite surprised given the back ground of the authors. However, this may partially be the fault of inconsistent messages that the IT Governance Institute (ITGI) puts in some of their publications.
Who Should Read This Book
This book should be read by current CIO's looking to shape their future. It should also be read by those who aspire to be a CIO one day/ The discussion is full and thought provoking.
The Scorecard
Birdie on a long par 5 reachable in two.
26 of 28 people found the following review helpful.
For IT executives who want to make a business contribution.
By Mark P. McDonald
The Chief Information Officer (CIO) is a position of responsibility and visibility. In the past, many thought that CIO means career is over. Broadbent and Kitzis demonstrate that this does not have to be the case. Their book, the New CIO Leader, provides a roadmap for the activities and results CIOs need to deliver to move from managing technology to leading a value creating IS organization.
Based on working with hundreds of CIOs over the past six years, Kitzis and Broadbent concentrate on 10 actions that are characteristic of a CIO leader. Those are:
1) Lead -- get out in front of issues, creating solutions and contributing to the business.
2) Understand your environment -- as this sets the context for success and contribution
3) Create your vision -- have a view on the future and how you will realize it.
4) Shape and inform expectations -- they are the criteria by which results are really measured.
5) Create clear IT governance -- the way you make decisions determines the way you will create value
6) Weave together business and IT strategy -- the two must become one and build on each other
7) Build a new IS organizations -- one that recognizes the realities of sourcing and new technologies.
8) Build high performing IT teams -- they are the ones that deliver the results, you cannot do it alone for long
9) Manage IT risks -- these are increasingly business risks
10) Communicate performance -- measure where you are, what you've done and don't keep it a secret.
Broadbent and Kitzis provide practical advice and frameworks for CIOs to use regardless of their particular industry and situation. In that way, the New CIO Leader is applicable to any IT executive looking to move into a senior leadership position.
The New CIO leader is also very applicable to the business executive who is assuming an IT leadership role -- perhaps even as a CIO themselves.
There are many books coming out on the CIO lately, filled with hype about what the CIO should be or must become. Kitzis and Broadbent provide practical advice, techniques and tools based on what CIO leaders are doing to lead the business and IT. This is not hype, the book contains proven practices for IT executives who want to make a business contribution.
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