For CIO Professionals

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	December 6, 2007 Next Up: The 21st Century CIO Business Change Agent And Innovator — Or Gone by Bobby Cameron with Laurie M. Orlov, Alex Cullen, Tim DeGennaro	Average: 10  (7 ratings)

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Executive Summary

The pace of technology change — and therefore business expectations and IT culture — is accelerating, fueled by three things: IT's brief but turbulent history, a crush of external forces that reset IT spending and user attitudes, and the strength and resourcefulness of CIOs themselves. To survive in tomorrow's context, a CIO will need to disperse staff and capability out to business units at the same time as they acquire capacity from a supply grid. Meanwhile, the CIO must switch focus from efficiency and cost to enabling greater experimentation and iteration of new ways of competing for the firm. The best will take over their firms' operational services, run P&L lines, become COOs, and in tech services firms, aim sights on becoming CEOs.

TABLE OF CONTENTS

• 1997-2007: IT Years Are Worse Than Dog Years — One Decade Equaling A Lifetime
• The 21st Century CIO, Beyond 2017: Overall — Innovate Or Get Out Of The Way
• Today's Tech-CIOs Shouldn't Assume They Will Become 21st Century CIOs

RECOMMENDATIONS

• Be A 21st Century CIO — Build Business Skills For You And Your Team

WHAT IT MEANS

• Multi-Hat 21st Century CIOs Will Accelerate Their Firms' BT Tipping Point
• Supplemental Material
• Related Research Documents

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