CIO Survival Guide: The Roles and Responsibilities of the by Karl D. Schubert

By Karl D. Schubert

CIO Survival consultant is a management guide for the rising position of the executive info Officer. This ebook helps and courses CIOs in buying or improving their technical abilities and management talents to be a whole and revered member of the administrative staff. It contains exposition and perform of the abilities and abilities required to be a winning CIO.

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2 concentric and hierarchical network building Personal Organizational CIO Role IT Employees Other Employees Network Membership Corporate (Board of Directors) External Peer CIOs CEO COO CFO CIO CTO Executive Team VP VP VP VP Department Managers MGR MGR MGR Operational Employees MGR 02 schubert 30 2/23/04 9:06 AM chapter 2 Page 30 a fork in the road of the job and role, the needs of the IT employees, and the needs of other employee groups. Each area should have some representation in the relationship network.

Productivity is part of the long-term relationship management equation, and eventually you will catch up and become familiar with your new responsibilities. By that time, what will your peers think of you? Relationship work is important for the CIO personally and professionally. The CIO with this understanding stands ready to assist them through an awareness of the network of long-term peer functional strategies and how they align with those of the IT organization and the company. Because business conditions change the CIO works to stay in touch with the business unit heads to ensure that their changing IT needs are collectively accommodated and efficiently enabled in terms of company resources and priorities.

The CEO’s answer to this question suggests the approaches the CIO is going to need to take with developing, setting, and implementing IT strategies and plans. The downside for the CIO and the IT group is that the rest of the company will look at the IT budget with a jaundiced eye if IT does not deliver on its commitments as an enabler and partner to the CIO’s peers. If the IT group is treated as a profit center, the CIO works to justify all expenditures and investments based on the additional revenue they bring to your company; once agreement is reached, those costs will be budgeted and released to IT.

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