Solid guidance for CIOs on integration of technology intobusiness modelsStrategic IT Best Practices for IT Managers andExecutives is an exciting new book focused on the transitioncurrently taking place in the CIO role, which involves developing acapacity for thinking strategically and effectively engaging peersin the senior executive team. This involves changing both theirs,and often their colleagues', mindsets about technology and theirrole in the organization.Straightforward and clear, this book fills the need forunderstanding the learning processes that have shaped the strategicmindsets of technology executives who have successfully made thetransition from a technology-focused expert mindset to a strategicorientation that adds value to the business.* Defines strategy advocacy as a process through which technologyleaders in organizations build on their functional expertise* Focuses on the shift in mindset necessary for technologyexecutives to establish a seat at the table in the C suite as arespected strategic colleague* Includes stories of high performing CIOs and how they learnedsuccessful strategies for getting technology positioned as astrategic driver across the businessWritten by Art Langer and Lyle Yorks, recognized authorities inthe areas of technology management and leadership, Strategic ITBest Practices for IT Managers and Executives includesanecdotes from CIOs at companies including BP, Prudential, Covance,Guardian, Merck, and others.

FOREWORD xiPREFACE xiiiACKNOWLEDGMENTS xviiCHAPTER 1 The CIO Dilemma 1Business Integration 2Security 3Data Analytics 3Legal Exposure 3Cost Containment 4Some History 5The Challenge 6The New Paradigm 6Consumerization of Technology: The Next Paradigm Shift 7The End of Planning 8The CIO in the Organizational Context 9IT: A View from the CEO 15CHAPTER 2 IT Drivers and Supporters 19Drivers and Supporters 19Drivers: A Closer Look from the CIO 23Supporters: Managing with Efficiency 23IT: A Driver or a Supporter? 25Technological Dynamism 25Responsive Organizational Dynamism 26IT Organization Communications with''Others'' 31Movement of Traditional IT Staff 32Technology Business Cycle 33Information Technology Roles and Responsibilities 38Conclusion 39CHAPTER 3 The Strategic Advocacy Mindset 41What Is Strategic Advocacy? 41A Political Economy Framework for Contextualizing StrategicAdvocacy 44Strategic Thinking: A Particular Kind of Mindset 47Political Savvy as the Underpinning of Effective StrategicAdvocacy 54Conclusion 60CHAPTER 4 Real-World Case Studies 65BP: Dana Deasy, Global CIO 66Merck & Co.: Chris Scalet, Senior Vice President and CIO68Covance: John Repko, CIO 69Cushman & Wakefield: Craig Cuyar, CIO 71Prudential: Barbara Koster, SVP and CIO 73Procter & Gamble: Filippo Passerini, Group President and CIO74Cushman & Wakefield: A View from Another Perspective 75Conclusion 81CHAPTER 5 Patterns of a Strategically Effective CIO85Personal Attributes 85Organization Philosophy 98Conclusion 112CHAPTER 6 Lessons Learned and Best Practices 115Five Pillars to CIO Success--Lessons Learned 115The CIO or Chief IT Executive 118Chief Executive Officer 125Middle Management 135Conclusion 146CHAPTER 7 Implications for Personal Development 155Rationale for a Self-Directed Learning Process of PersonalDevelopment 157Adopting a Developmental Action Inquiry Process for BothStrategic Insight and Mindset Awareness 158Testing One's ''Business'' Acumen161Thinking Holistically in Terms of Situational Analysis andSynthesis of the Organization's Position 164Developing Strategic Mindsets within the Technology Function167The Balanced Scorecard 168Conclusion 172CHAPTER 8 The Non-IT CIO of the Future 175Driver-Side Responsibilities--New Automation 175Conclusion 190CHAPTER 9 Conclusion: New Directions for the CIO of theFuture 193BIBLIOGRAPHY 209ABOUT THE AUTHORS 215INDEX 217