Best Practice Report

Next Up: The 21st Century CIO

Business Change Agent And Innovator — Or Gone

December 6th, 2007
With contributors:
Laurie Orlov , Alex Cullen , Tim DeGennaro


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.

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Forrester helps business and technology leaders use customer obsession to accelerate growth. That means empowering you to put the customer at the center of everything you do: your leadership strategy, and operations. Becoming a customer-obsessed organization requires change — it requires being bold. We give business and technology leaders the confidence to put bold into action, shaping and guiding how to navigate today's unprecedented change in order to succeed.