Abstract
This chapter provides guidance to CIOs on how to be more effective and ultimately play the role of a business executive with special responsibility for information technology in the organization. To this end, we have boiled our research down to ten key prescriptions for CIOs when taking on a new appointment. Following these recommendations will maximize the probability that a CIO will be successful in transition. We also share ideas on how to implement them.
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Notes
- 1.
M. Goldsmith, What Got You Here Won’t Get You There: How Successful People Become Even More Successful, Profile Books, 2010.
- 2.
M. Broadbent and E. Kitzis, The New CIO Leader: Setting the Agenda and Delivering Results, Harvard Business School Press, Boston 2005.
- 3.
An academic paper that is very quantitative but delivers insights is D. Preston, D. Chen and D. Leidner, ‘Examining the antecedents and consequences of CIO strategic decision-making authority: An empirical study’, Decision Sciences, Vol. 39, 2008, pp. 605–642.
- 4.
A.B. Gerth and J. Peppard, ‘The dynamics of CIO derailment: How CIOs come undone and how to avoid it’, Business Horizons, Vol. 59, No. 1, 2016, pp. 61–70.
- 5.
Ibid.
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Gerth, T., Peppard, J. (2020). Taking Off: Guidance to CIOs. In: Taking the Reins as CIO. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-31953-3_9
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DOI: https://doi.org/10.1007/978-3-030-31953-3_9
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