CIO- Strategist and Executive Term Paper

Pages: 10 (3006 words)  ·  Style: APA  ·  Bibliography Sources: 10  ·  Level: Master's  ·  Topic: Business

SAMPLE EXCERPT:

[. . .] CIO as strategists uses the strong strategic plans in making financial plans and developing organizational priorities. With a prioritized plan, stakeholders are capable of articulating their demands without obstacles. This also allows engagement of new investors based on the transparency of the budget, which allows the IT department optimal time for development and implementation of effective plans. Capability comes with a price of hard work, and remains fixed because of the level of organizational learning and the type of organization that uses it. Therefore, the capability - based strategy is feasible to execute and must remain competitive for sustainability purposes (Chen & Preston & Xia, 2010).

In addition, CIO led organizations must maintain a strong set of major principles information management that contributes to effective execution of their responsibilities. These principles address on various aspects of organizational Management, for instance, formal and informal collaborations among the CIO and others, organizational practices and processes, and significant CIO roles and leadership tasks. The nature of the principles is very specific and varies based on the mission, size, culture and other vital factors that describes the organization. However, for effective development and implementation of the strategic and execution plans these principles become major players (Preston & Karahanna, 2009).

The organization observes them consistently. Furthermore, CIOs consider these principles critical because they elaborate vital strategic and executive roles of the CIOs. They also address the functions of the top executives, which include the role of developing an efficient organizational context for the CIOs. In addition, CIOs as executive assumes the role of building integrity and managing information technology to meet organizational demands (Chen & Preston & Xia, 2010). These principles are not new concepts in the overall function of the organizations; however, they are the application of established principles in the advanced field of information technology and management.

Notably, these principles are inseparable, and become efficient when executed in a jointly reinforcing way. However, each principle addresses a single issue that is imperative, but insufficient for the success of the organization without reinforcement from others. Failing to implement a single principle makes the other functions. Further, even though their lacks a precedence in executing these principles, organizational principles make it more practical to implement each principle sequential. For instance, the top executive officer may consider the CIO for success before employing a new CIO while the other principles follow in that order (Chen & Preston & Xia, 2010).

The functions of CIOs have changed considerably since their inception three decades ago, and organizational experts address the reasons and effects of these changes. CIOs positions have transformed into proper visionary positions. Economic changes and advanced technology have compelling organizations to embrace the relevance of CIOs which focusing on future patterns and infrastructure demands. In essence, the role of the CIO is currently a significant aspect in the development and implementation of organizational strategies (Chen & Preston, 2007).

Three decades ago, CIO position became relevant. Thereafter, after one decade, companies using internet used the title of CTO to distinguish themselves from the former powerful technology-based organizations. Currently, CIOs fall into three classes and defined by their responsibilities. They include; strategists, transformational and functional CIOs. CIOs as strategists are the most difficult responsibility. In this case, the CIO must know the market and its competitors. Functional CIOs can transfer their responsibility to other persons in the market instead of taking the liability of the entire organization (Preston, Leidner & Chen, 2008).

In the recent years, the responsibilities of the CIO are vast and surpass the technology. These executives have the skills and takes part in all the functions of the business. The perception of the CIO is rather different from the perception of other top executive managers. The size and technology advancement are significant factors that determine that position of the CIO. In addition, the CIO must understand the business strategy and their motivation in strategizing also extends their role.

Apparently, swift technological transformations have changed the organization's practices of computing behind their offices towards strategic organizational resource. This transformation has contributed to numerous changes in the application and organization of information technology, comprising the reach and variety technologies, the necessary skills, resources required and the competence of the CIOs. The advancement of technologies has contributed to the transformation of the roles of the CIO. The impacts of technology on the responsibilities of the CIO are indirect. Instead, their roles evolve though its links with three transitional forces (Preston & Karahanna, 2005).

First, the organizational objectives influences the responsibilities of the CIO by setting up the level to which organizational processes and strategy depends on IT, and the variety of people affected by the IT. Secondly, business executives' perceptions towards Information Technology influence the responsibilities of the CIO by describing the degree of resources available for IT, and the organization's tendency to use IT strategically. Thirdly, leading IT suppliers influence the responsibilities of the CIO in shaping the variety of technological architectures and solutions readily available, the quality, and the degree of external resources and services (Preston & Karahanna, 2009).

The business executive perceptions towards Informational Technology assist to modify the existing and expected applications portfolio; while the success or the failure of the portfolio influences the continuing perceptions of the executives. The leading suppliers because of their reputation often have access to top executives and utilize that access to accelerate executive approaches. In essence, the significance and the role of the CIO are determined by the above-discussed factors. However, effective CIOs manipulate their own responsibilities in the management and develop further relations among the basics of the model.

In summation, the CIOs influences their duties and responsibilities by addressing the issues identified above, such as correlation building and education, which influences the attitudes of top executives towards information technology. As well, CIO influences his/her role in discovering and working with reputable suppliers, by shaping their suppliers' offerings and, therefore, the services and technologies available to their organizations. Therefore, effective organization and use of the portfolio influences the strategic impact of Information Technology within the organizations. In conclusion, corporate strategy has a persistent influence on the role of the CIO, and its effect is felt through the three forces. In essence, an organization's portfolio mirrors organizational strategic priorities. In addition, the attitudes of the executive towards IT and the position of the CIO define the status of the organization in shaping and implementing strategy through IT (Preston, Karahanna & Rowe, 2006).

Conclusion

Technology advancement has swiftly changed the roles and responsibilities of executives at every management level from Chief management officers, chief functional officers and eventually Chief Information Officers. Recent researchers assert how numerous agencies are providing strategic and executive functions in advancing organizational technology. Information technology generally elaborates web-based technologies, and researchers argue that it only functions with CIO roles (Preston, Karahanna & Rowe, 2006).

With this regard, CIO focuses on maximizing the manner in which organization operates rather than strategizing real digital technologies.

The responsibilities of CIOs are changing swiftly, and top executives should focus on the recent changes and trends. In other words, Information technology (IT) is significant in offering business services, and in the management of information on the company. Business operations have shifted from the office backroom to the internet. As companies, become internet-based, innovative implementations of IT helps in organizing and controlling the business information resources. The creation of new ways and the improvement of old ones using the information technology era requires strong engagement of information management from the commencement. This work depicts a common ground between a strategist and executive. The roles of the strategists are similar to the roles of the executive. In essence, the position of a CIO in the organization is to enhance information management and development

References

Leidner, D., D.S. Preston, D. Chen. 2010. "An Examination of the Antecedents and Consequences of Organizational IT Innovation in Hospitals." Journal of Strategic Information Systems 19(3), pp. 154-170.

Chen, D., M. Mockler, D.S. Preston, A. Teubner. 2010. "Information Systems Strategy: Re-conceptualization, Measurement, and Implications." MIS Quarterly 34(2), pp. 233-259

Chen, D., D.S. Preston, W. Xia. 2010. "Antecedents and Impacts of CIO Supply-side and Demand-side Leadership: A Staged Maturity Model." Journal of Management Information Systems 27(1), pp. 231-267.

Chen, D., Preston, D.S., 2007"Understanding CIO Compensation through Managerial Discretion" Proceedings of the 1st China Summer Workshop on Information Management, Shanghai, China, July 2

Preston, D.S., E. Karahanna. 2009. "The Antecedents of IS Strategic Alignment: A Nomological Network." Information Systems Research, 20(2), pp. 159-179.

Preston, D.S., E. Karahanna. 2009. "How to Develop a Shared Vision, the Key to IS Strategic Alignment." MIS Quarterly Executive 8(1), pp. 1-8.

Preston, D.S., D. Leidner, D. Chen. 2008. "CIO Leadership Profiles: Implications of Matching CIO Authority and Leadership Capability on IT Impact." MIS Quarterly Executive 7(2), pp. 57-69.

Preston, D.S., E. Karahanna, F. Rowe. 2006. "Development of Shared Understanding between the Chief Information Officer and Top Management Team in U.S. And French Organizations: A Cross-Cultural Comparison."… [END OF PREVIEW]

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