Cio Leadership Profiles

In the “Mini Case Study: IT Planning at ModMeters”, it is clear that the communication skills between the business managers and the IT managers were in need of improvement. IT planning is a method used to form clear objectives for IT organizations that connect directly back to the enterprise’s strategic business goals (“IT planning”, 2014). IT strategic planning assists in directing the business strategy, based on IT capabilities and opportunities and determines IT’s role in delivering the business strategy. There is a clear lack of communication and individual opinions on taking ModMeters global. Although CEO John Johnson and other high leveled corporate employees believed the idea was promising and seemed to look good on paper, Brian Smith, CIO of ModMeters had different thoughts on the expansion. Brian Smith knew that although the new initiatives were theoretically doable; however with such tight resources including people, time, and money, he knew that finding the means to support two new strategic initiatives was nearly impossible (McKeen, J.D., & Smith, H.A., 2012, p. 69). There seemed to be a major lack of communication when planning the new initiatives and the miscalculation of funds to do it successfully.

IT Organizational Restructure is necessary for the current IT department to be developed into a CIO organization. Outlining a new framework and identifying roles and responsibilities will help to shape an effective organization to be in a better situation to support the company’s goals. It will also better align the current and future IT investments and

Similar to Cisco and Tektronix, the previous legacy CRM systems in Cigna were independent of each other and outdated. The CIO was keen to improve the efficiency of the business operation through IT and to consolidate the system plans through developing them internally. Cigna needed to move IT into the turnaround mode in order to meet customer and legal demands. As such, there was a need for an IT governance structure to ensure broad based, multi-level participation by all stakeholders in IT Governance (Rau, 2004), the selected roles and responsibilities within and external to IT & the relationship amongst these components. No such governance council was established in Cigna which would seem to have resulted in all IT related decisions falling onto the shoulders of the CIO without having additional support of other senior managers. In addition, without the IT council being in place, it did not seem to be asked as to whether or not the CIO had the experience to handle such a project. Based on the fact that she was an internal recruit, it is unlikely that she had previous experience as IT lead on such a project. There were unrealistic expectations placed on the IT department by senior management

IT (Information Technology) management entails all the routine issues faced by any type of business manager in addition to the issues of software development, technology purchasing (not necessarily physical items), systems integration, the limits of technology and the related budgetary issues. General information literacy is important for any level of IT manager, as he or she needs to communicate successfully using many different modes, media, and technology with all types of IT workers, upper management, and technology product vendors. IT management also entails leadership of projects or departments. Information

The CIO is responsible for taking the values, vision, mission, and general strategy of an organization and translating it into a strategic plan for the department. For example the St. Jude information services strategic plan that was distributed to employees this year states that “The mission of information services is to transform the use of technology today to meet the demands of tomorrow through outstanding service, collaboration, leadership, and innovation that supports the St. Jude vision of finding cures, saving children.” (Perry, K. 2017. P.1) The CIO is also responsible for developing a plan for how to achieve this mission, and the roles each portion of the information services department will play. St. Jude’s strategic priorities specifically

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Strategic management has deterred stove-piping within the IC and reduced the likelihood of duplicate efforts among agencies. Additionally, strategic management has enabled the IC to overcome obstacles through solidarity; agencies, working in unison, have prevailed during times of uncertainty. Within the IC, in order to be successful, there is a need for inherent leadership traits which are indicative of strong leaders. Even though management styles will vary, strategic management is essential for the overall success of the

When the CEO launches two new strategic initiatives requiring integration across all business units, the organization – whose IT decisions have been largely delegated to its business units in proportion to their revenue generating capacity – now faces the dilemma of how to prioritize its IT projects in order to support the new strategic “enterprise” vision.

Richter’s CIO is facing two major decisions – is the current IT structure appropriate to meet the growing demands of the overall organization and to what extent should IT at affiliates be centrally controlled.

CIO is only central figure, only to those organizations where technology is competitive advantage and in other companies where technology is just an operational strategy, CIO stands in a periphery. Therefore, CIO is not considered as the best BI Executive Sponsor in most of the companies.

Although the percent of IT leaders predicting a budget increase is the lowest reported in three years, 71% reported confidence in their “ability to satisfy business demands in 2015.” Their confidence is the result of a stronger relationship between IT and executive management, with increased communication and transparency of the expectations of the IT department. IT leaders’ confidence has continuously trended upwards over the past three years. (TEKsystems, 2015).

Additionally, the information regarding CIOS changing with some measure of ordinariness exhibits that a feasible CIO has not been put set up, it has all the earmarks of being as they are all things considered exorbitantly particular and not able to see the timberland through the tress the degree that taking apart with the business. Though the structure themself is a limitation of IT, the way that persons who are both IT and commercial cunning have not remained put into executive positions is a decreasing level of the business adjacent of association. CITATION Luc13 \l 1033 (Lucasdebartolo, 2013)Recommended plan for Savvy Store program

AtekPC is a mid-sized U.S PC maker with sales of $ 1.9 billion and employed 2100 full time employees and additional 200 part time workers. This case discusses most of the obstacles to establishing a PMO (Project management Office) are beyond the CIO and PMO Manager's control. We see a lot of problems faced by the CIO in implementing a PMO in the enterprise. Regardless of the technical challenges during the implementation, the core of the problems seems to be that the PMO is lacking organization support, from the top to the bottom. There is not enough executive stakeholder support, there is no visibility of the program, there is a conflict of interests within departments

Strategic leadership entails making decisions across different cultures, agencies, agendas, personalities, and desires. It requires the devising of plans that are feasible, desirable, and acceptable to one’s organization and partners whether joint, interagency, or multinational. Strategic leadership demands the ability to make sound, reasoned decisions specifically, consequential decisions with grave implications. Since the aim of strategy is to link ends, ways, and means, the aim of strategic leadership is to determine the ends, choose the best ways, and apply the most effective means. The strategy is the plan; strategic leadership is the thinking and decision making required to develop and effect the plan.

Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent. Leadership, as a process, shapes the goals of a group or organization, motivates behavior toward the achievement of those goals, and helps define group or organizational culture. It is primarily a process of influence. Leadership is a dynamic or changing process in the