目次

FOREWORDPREFACEACKNOWLEDGMENTSCHAPTER 1 The CIO DilemmaBusiness IntegrationSecurityData AnalyticsLegal ExposureCost ContainmentSome HistoryThe ChallengeThe New ParadigmConsumerization of Technology: The Next Paradigm Shift 7 The End of PlanningThe CIO in the Organizational Context 9 IT: A View from the CEOCHAPTER 2 IT Drivers and SupportersDrivers and SupportersDrivers: A Closer Look from the CIOSupporters: Managing with Ef?ciencyIT: A Driver or a Supporter? 25 Technological DynamismResponsive Organizational DynamismIT Organization Communications with ‘‘Others’’Movement of Traditional IT StaffTechnology Business CycleInformation Technology Roles and ResponsibilitiesConclusionCHAPTER 3 The Strategic Advocacy Mindset 41What Is Strategic Advocacy?A Political Economy Framework for Contextualizing Strategic AdvocacyStrategic Thinking: A Particular Kind of MindsetPolitical Savvy as the Underpinning of Effective Strategic AdvocacyConclusionCHAPTER 4 Real-World Case StudiesBP: Dana Deasy, Global CIOMerck & Co.: Chris Scalet, Senior Vice President and CIOCovance: John Repko, CIOCushman & Wake?eld: Craig Cuyar, CIOPrudential: Barbara Koster, SVP and CIOProcter & Gamble: Filippo Passerini, Group President and CIOCushman & Wake?eld: A View from Another PerspectiveConclusionCHAPTER 5 Patterns of a Strategically Effective CIOPersonal AttributesOrganization PhilosophyConclusionCHAPTER 6 Lessons Learned and Best PracticesFive Pillars to CIO Success - Lessons LearnedThe CIO or Chief IT ExecutiveChief Executive Of?cerMiddle ManagementConclusionCHAPTER 7 Implications for Personal DevelopmentRationale for a Self-Directed Learning Process of Personal DevelopmentAdopting a Developmental Action Inquiry Process for Both Strategic Insight and Mindset AwarenessTesting One’s ‘‘Business’’ AcumenThinking Holistically in Terms of Situational Analysis and Synthesis of the Organization’s PositionDeveloping Strategic Mindsets within the Technology FunctionThe Balanced ScorecardConclusionCHAPTER 8 Digital Transformation and Business StrategyRequirements without User InputThe S-Curve and Digital TransformationOrganizational Change and the S-CurveCommunities of PracticeTechnology Disruption on Firms and IndustriesCritical Components of the “Digital” OrganizationHow to Assimilate Digital Disruption TechnologyConclusionCHAPTER 9 Integrating Gen Y TalentIntroductionEmployment in the Digital EconomyAttributes of Gen Y EmployeesBenefits of Gen Y EmployeesIntegration of Gen Y with Baby Boomers and Gen XDesigning the Digital EnterpriseGen Y Talent from Underserved PopulationsLanger Workforce Maturity ArcImplications for New Pathways for Digital TalentGlobal Implications for Sources of TalentConclusionCHAPTER 10 Creating a Cyber Security CultureIntroductionHistoryPresenting to the BoardDesigning a Cyber Security CultureDealing with CompromiseCyber Security and Responsive Organizational DynamismCyber Strategic IntegrationCyber Cultural AssimilationSummaryOrganizational Learning and Cyber Minded Application DevelopmentRisk and Cyber SecurityRisk ResponsibilityCyber and Driver /Supporter Theory CHAPTER 11 The Non-IT CIO of the FutureDriver-Side Responsibilities - New AutomationConclusionCHAPTER 12 Conclusion: New Directions for the CIO of the FutureBIBLIOGRAPHYABOUT THE AUTHORS INDEX