The New CIO Leader: Setting the Agenda and Delivering Results

by Marianne Broadbent and Ellen Kitzis

Book Overview

Two converging factors--the ubiquitous presence of technology in organizations and the recent technology downturn--have brought chief information officers (CIOs) to a critical breaking point. They can seize the moment to leverage their expertise into a larger and more strategic role than ever before, or they can allow themselves to be relegated to the sideline function of chief technology mechanic. Drawing from exclusive research conducted by Gartner,...

• Format: Hardcover
• Language: English
• ISBN: 1591395771
• ISBN13: 9781591395775
• Release Date: December 2004
• Publisher: Harvard Business Review Press
• Length: 352 Pages
• Weight: 1.55 lbs.
• Dimensions: 1.2" x 6.4" x 9.3"

Customer Reviews

Explaining Demand Management versus Supply Management

Broadbent and Kitzis have helped explain something that is rarely done elsewhere: the importance of IT leadership in "Demand Management" versus "Supply Management." Other failings within the book in completeness of authority (i.e., public, private, etc.) and examples or case studies may be forgiven for the clarity the authors offer in separating these two crucial concepts in IT leadership.

Excellent Book

This is an excellent read for anyone who wishes to lead their IS organization. Also for existing CIO's and IT managers who wanna align their activities and create a performance matrix within the organzation. I thank the authors for their hard work in putting together the material.

Moving Into Line Management

Traditionally the senior management of companies have not come from the "staff" organizations like accounting or information management. The authors of this book contend, however, that this time may have passed. With the ubiquitous presence of technology in organizations and the recent technology downturn, the Chief Information Officer have reached a critical breaking point. Based on exclusive research conducted by Gartner, Inc., with thousands of companies and CIOs, the book reveals exactly what CIOs must do to solidify their credibility with the executive team and bridge the chasm that currently separates business and IT strategy. Broadbent and Kitzis outline the agenda CIOs need to integrate business and IT assets in a way that moves corporate strategy forward. The authors have identified ten critical points of focus that will distinguish the new CIO leaders. Each of these is discussed so that the new CIO can be prepared to take action on each of them.

A Great Book -- puzzled by other reviewer

I don't normally write reviews but I just visited this page to buy a copy of this book for several colleagues because I was so impressed with it -- and then saw the puzzling review. A disclaimer: I am a client of the company these researchers work for so I may be predisposed to think highly of their work. I bought this book at one of their conferences recently in Florida. I think this really is a great book, far better than most of the leadership/business book schlock that's out there. I understand some people may disagree but some of the information above is just not true: 1) Every chapter includes a specific series of actionable steps to take and a self-assessment at the end to get a sense of your current situation 2) The IS Lite model the authors advocate is illustrated by several case studies, about 20 pages of text, an organizational chart, a comprehensive competency list etc. True you could write an entire book on this subject but the information presented is in no way cursory 3) There is a very clear overall framework for the book, how the priorities relate to each other and how CIOs should be spending their time. The book divides the CIO role into two major categories, Demand for IT and Supply for IT, and specifically advocates that CIOs should be spending at least 60% of their time on managing Demand for IT (with business colleagues, CFO etc) and focusing far less on the technology itself 4) The notes of the book show that the authors draw primarily on primary research and surveys they have personally conducted over the last 5 years. Frankly, I prefer reading books based on original and primary research than ones that synthesize stuff I've already read. Additionally they do cite work by Goleman, Treacy, Drucker, Collins and other luminaries of the business world. 5) The book is chock full of case studies and survey results. If this does not explain how the author's synthesized the results of their research, I'm not sure what would. 6) Finally I find it ironic that the negative reviewer suggests buying your CFO a cup of coffee as an alternative -- given that this is something that the book suggests. Hmmmm... I do agree that you should pick up this book in a bookstore where you can easily verify what I've said. In conclusion, I think this book is well worth your time if you are a) a CIO, b) a direct report to a CIO, like me, c) a CFO or CEO who will be hiring a CIO soon.

For IT executives who want to make a business contribution.

The Chief Information Officer (CIO) is a position of responsibility and visibility. In the past, many thought that CIO means career is over. Broadbent and Kitzis demonstrate that this does not have to be the case. Their book, the New CIO Leader, provides a roadmap for the activities and results CIOs need to deliver to move from managing technology to leading a value creating IS organization. Based on working with hundreds of CIOs over the past six years, Kitzis and Broadbent concentrate on 10 actions that are characteristic of a CIO leader. Those are: 1) Lead -- get out in front of issues, creating solutions and contributing to the business. 2) Understand your environment -- as this sets the context for success and contribution 3) Create your vision -- have a view on the future and how you will realize it. 4) Shape and inform expectations -- they are the criteria by which results are really measured. 5) Create clear IT governance -- the way you make decisions determines the way you will create value 6) Weave together business and IT strategy -- the two must become one and build on each other 7) Build a new IS organizations -- one that recognizes the realities of sourcing and new technologies. 8) Build high performing IT teams -- they are the ones that deliver the results, you cannot do it alone for long 9) Manage IT risks -- these are increasingly business risks 10) Communicate performance -- measure where you are, what you've done and don't keep it a secret. Broadbent and Kitzis provide practical advice and frameworks for CIOs to use regardless of their particular industry and situation. In that way, the New CIO Leader is applicable to any IT executive looking to move into a senior leadership position. The New CIO leader is also very applicable to the business executive who is assuming an IT leadership role -- perhaps even as a CIO themselves. There are many books coming out on the CIO lately, filled with hype about what the CIO should be or must become. Kitzis and Broadbent provide practical advice, techniques and tools based on what CIO leaders are doing to lead the business and IT. This is not hype, the book contains proven practices for IT executives who want to make a business contribution.