CIOs: Structure Your Tech Management Roles To Balance Local And Enterprise Capabilities

Many CIOs struggle to know which processes, technologies, organizations, and competencies should be common across the organization, and which should be specific to a business unit or geography. The issue is complicated when decisions may be driven from outside of the CIO’s organization. Being too local can lead to excessive complexity, inefficiency, high costs, and little ability to share data across the organization. Being too global can sacrifice speed and responsiveness in the name of operational excellence. To balance local and enterprise, leadership must define both the desired end state and the steps to get there. This report focuses on the first phase — defining the end state.