The Role of the CIO
QingJiang Qu
Jennifer Page
Kristen Smith
Nora Teske
Elizabeth Vadakkan
Overview
•
•
•
•
•
•
•
•
•
What is a CIO?
Why is a CIO Important?
Demographics
What Should a CIO Know?
Top Ten Issues for CIOs
Challenges of the CIO
Case Studies
Comparisons
What We Have Learned
2
What is a CIO?
• A chief architect who designs future opportunities for the
business
• A change leader who orchestrates resources to achieve
optimal implementation
• A product developer who helps define the company’s place
in the emerging digital economy
• A technology provocateur who embeds IT into the business
strategy
• A chief operating strategist who invents the future with
senior management and brings innovation
• A coach who trains people to implement and use new
technolgoy
Gottschalk,Peter. "IS/IT Leadership Roles," hicss, p. 7055, 33rd Hawaii International Conference on System
Sciences-Volume 7, 2000
3
Why is a CIO Important?
• Dual roles
• Manage IT as a department
• Manage IT as a partner with the organization’s
business leaders
Heather A, Smith, “IT in 2010:the next frontier” MIS, Sep 2006, volume 5, Issue
4
Salary Demographics
•Most public
CIOs (47%)
earn
$100,000 to
$149,000
16%
% of Annual compensation for CIOs
•Average
annual
compensation
of a CIO in
2008 was
$237,400
15%
14%
12%
12%
12%
10%
10%
10%
9%
8%
7%
7%
6%
6%
5%
4%
4%
2%
0%
less than $100K to 125,K to 150K to 175K to 200K to 225K to 250K to 300K to 350K to
$100K $125K
150K
175K
200K
225K
250K
300K
350K
400K
more
than
400K
Annual com pensation of CIOs
CIO Magazine’s “State of the CIO Survey”, CXO Media Inc, 2008. http://www.cio.com/state/ , viewed March 20, 2008. (Sample Info: Survey was
conducted between 7/9/07-7/31/07. 558 heads of IT from a broad range of industries including non-computer-related manufacturing (12 percent),
healthcare/pharmaceuticals/medicalservices/biotech (10 percent), wholesale/retailer/distributor (9 percent), education/nonprofit (9
percent),finance/banking/accounting (9 percent) and government (9 percent). The margin of error on a sample sizeof 558 is +/- 4.1 percent. 64%
of the respondents hold a CIO/CTO title, 21% hold VP/SVP/EVP of IT titles, 11% an EVP/SVP/VP, 4% list their title as “other.” 26% of the
respondents are from companies with annual revenue of less than $100M, 39% are from companies with revenue between $101M and $999.9M,
and 32% are from companies with over $1B (3% did not answer this question).) Survey sample details for this source will not be repeated on
subsequent slides.
5
• In 2007 908,000
women worked in IT.
26.2% of all IT.(US).
This was a 7.7% drop
from 2000.
BUT
• According to Dice.com
2006 survey, Female
CIOs earned $109,912
averaging 1.4% more
than men!
Gender Statistics, CIOs
and IT
CIOs % Male v. Female
Blue-Male
Red-Female
14%
86%
1. ITAA June 22, 2005 Press Release - Minorities - http://www.itaa.org/eweb/Dynamicpage.aspx?webcode=PRTemplate&wps_key=0bf6f8eb20ab-4906-957d-2ffa85ea205b
2. CIO Magazine’s “State of the CIO Survey”, CXO Media Inc, 2008. http://www.cio.com/state/
3.The Dice Salary Survey viewed 3/31/08 http://career-resources.dice.com/tech_salary_survey_06.shtml administered online among 19,182
registered Dice.com job seekers and visitors between August 2 and November 30, 2006. Respondents participate in the survey through a
notification on the Dice homepage, and registered job seekers. A cookie methodology was used to ensure that there was no duplication of
responses between or within the various sample groups, and duplicate responses from a single e-mail address were removed.
6
CIO Tenure &
Turnover
Average
Turnover
Percentage
Less
2 to 5
than 2 years
years
5 to 10
years
More
than
10
years
2008
31%
34%
28%
7%
2007
27%
33%
29%
11%
2006
24%
35%
31%
9%
Years
2003
2004
2006
2007
2008
Average
tenure
years
4.3
4.5
4.9
5.1
4.5
http://www.cio.com--© 2008 CXO Media Inc.
7
General Statistics on
CIO Reporting Structure
45%
41%
40%
35%
30%
23%
25%
20%
16%
20%
15%
10%
5%
0%
CEO/Equiv
CFO
COO
Other
Jerry Lufftman, “key issues for IT executives 2005”,MIS, June 2006, volume 5, Issue
8
2%
1%
1%
1%
2%
Marketing
Manufacturing
Producation
Other
Operations
3%
Sales
3%
Finance/Accounting
4%
Administartion
7%
Engineering
77%
Consulting
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
IT
% of previous backgrounds for CIOs
Previous Background
CIO previous backgrounds
CIO Magazine’s “State of the CIO Survey”, CXO Media Inc, 2008. http://www.cio.com/state/
9
What Should a
CIO Know?
•
The federal CIO council produced a set of "high-level competencies" that
government CIOs need
•
As of March 2001, the list came to 549 learning objectives in 12 categories
• The leadership/managerial category alone has 80 learning objectives
•
Other Skills
• Communication and conflict management, behavioral principles, theories of
motivation, infrastructure building expertise, performance assessment, IT
retention, and knowledge management.
www.cio.com/article/31426/Elements_of_a_CIO_Education
10
Top ten issues for CIOs
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
IT and business alignment
Attracting, developing, and retaining IT professionals
Security and privacy
IT strategic planning
Business process engineering
Introducing rapid business solutions
Measuring the value of IT investments
True return on IT investment (What is true return?)
Complexity reduction
IT governance
Jerry Lufftman, “key issues for IT executives 2005”,MIS, June 2006, volume 5, Issue
11
Challenges of the CIO
• Bring vision and innovation to the company
• Develop technology expertise and business acumen
• Stay current with emerging technology
• Attract and retain IT staff in a competitive market
• Manage change
12
Challenges of the CIO
Bring Vision and Innovation:
CIO vs. Corporate Culture
•
CEOs report gap between business and technology; affects customer
satisfaction, speed & flexibility…the CIO must close this gap.
•
84% of CIOs surveyed by IBM believe technology is transforming industries and
enabling competitive advantage
•
16% of CIOs surveyed by IBM said their companies were taking full strategic
advantage of IT
•
CIOs must bring new ideas, processes, and select projects that fit business
needs while improving current processes
1. Huber, Bill. “The New Face of IT Leadership” Technology. Inc. Viewed 3/21/08. http://technology.inc.com/managing/articles/200702/huber.html
2. IBM Global Services. “The New CIO: Change Partner and Business Leader” May 2007. http://www935.ibm.com/services/us/cio/pdf/wp_cio_leadership_forum_g510-6605-00.pdf
3. “Expanding the Innovation Horizon,” The IBM Global CEO Study 2006 http://www-935.ibm.com/services/uk/bcs/pdf/g510-6259-01-the-global-ceo-study2006.pdf (The survey population included 765 CEOs and public sector leaders, spanning 20 different industries and 11 geographic regions (including
representation both from mature markets and developing markets such as China, India, Eastern Europe and Latin America. Sample comprised leaders of
companies both large and small, some public and some privately held Sample data will not be repeated on future slides).
4. “IBM Survey: CIO Role Is Changing; CEOs Need to Further Align IT and Business to Drive Innovation and Growth” Zane, Randy. Press Release Viewed
3/20.08. June 19,2007. (Surveyed 170 Global CIOs, Public and Private, at the 2006 Leadership Forum. Hosted By IBM.)
13
Challenges of the CIO
Develop Technology Expertise
and Business Acumen
• Businesses are technologically lagging because CIOs can’t build
good cases for IT investment, or gain organizational
commitment.
• 43% of CIOs now report they have responsibilities in
departments other than IT.
• Mentoring may be useful in making the tech-only CIOs more
business savvy.
• Non-technical CIOs should work closely with IT staff to stay
informed of operational issues
1. “Generating Premium Returns on Your IT Investments,” P. Weill & S. Aral, MIT Sloan Management Review, Vol. 47 No. 2, Winter 2006.
2. Harvey Nash USA’s 2006/2007 CIO Survey Viewed 3/30/08. It was conducted online from September 22 to November 10, 2006. One hundred
and seventy-two IT leaders completed a 56 question survey. Respondents included CIOs and senior IT business leaders from companies located
primarily in or around the region of the 11 major markets served by Harvey Nash: Atlanta, GA; Boston, MA; Denver, CO; Chicago, IL; New York,
NY; Parsippany, NJ; Phoenix, AZ; San Francisco, CA; Seattle, WA; Stamford, CT; and Tampa, FL. Survey respondents serve in a wide range of
industries, including software and computing services (24%), financial services (14.6%), media/publishing (11%),
healthcare/pharmaceuticals (10.4%) and retail/FMCG (6.7%).
http://www.harveynash.com/usa/services/it_services/documents/USCIOsurvey_final.pdf
14
Challenges of the CIO
Stay Current with
Emerging Technology
•
•
•
•
MIT’s technologyreview.com
CIO social networks
Seminars
Technology fairs
“Online delivery and taming disruptive technology key themes for 2008” McNevin, Ambrose.
Viewed 3/20/08. CIO Magazine. December 7, 2007.
http://www.cio.co.uk/concern/alignment/news/index.cfm?articleid=2367&pagtype=allchandate&pn=
2
15
Challenges of the CIO
Attract and Retain IT Staff in a
Competitive Market
• 60% of CEOs, CIOs, and other C-level executives reported insufficient IT
staff as a problem
• Demand for IT workers is very high
• Top 3 factors of IT staff retention
• Career advancement
• Financial rewards based on company advancement
• Innovation and risk
1. “Not Enough IT Workers on Staff, Survey Finds” Dubie, Denise. Viewed 3/18/08. NetworkWorld December 13, 2008.
http://www.networkworld.com/news/2008/021308-it-worker-shortage.html
2. “What Do Employees Really Want?” Finegold, David, PhD. Viewed 3/20/08. LiNE Zine http://www.linezine.com/7.2/articles/dfwderw.htm
16
Challenges of the CIO
Manage Change
• Resistance to change: one reason businesses do not take full
strategic advantage of technology
• CIOs must learn to manage people
• CIOs must lead by example
IBM Global Services. “The New CIO: Change Partner and Business Leader” May 2007.
http://www-935.ibm.com/services/us/cio/pdf/wp_cio_leadership_forum_g510-6605-00.pdf
17
Our CIO Case Studies
We interviewed four different CIOs in four
different working environments to see how
they stack up against the demographics
and each other.
18
Dan Ross
CIO of Missouri
• Appointed in January 2005 with a mandate for IT consolidation and
modernization
• 37
•
•
•
•
years with the state
Deputy Secretary of State
Highway Department
National Park Service
No previous IT experience
• B.A. Industrial Relations Lincoln University
• Master’s of Public Policy Administration Univ. of MO
Interview with Dan Ross: CIO of Missouri
19
Vinny Ferrari
CIO of Edward Jones
•
•
•
•
•
•
Joined Edward Jones in 2003 as Senior Director, Information
Systems division after a 22-year career in technology on Wall
Street.
Named principal in the firm in 2004
Named to the firm’s Management Committee in 2006
Assumed the role of CIO in 2007
Education: Bachelor’s degree in economics from Ursinus College in
Pennsylvania
Started off at Wall Street as a “Quant”
Interview with Vinny Ferrari: CIO, Edward Jones
20
Mark Counts
Director of Internal Technology
• Joined RubinBrown in December 2006
• Bachelors Degree in Business Administration,
Minor in Accounting from UMSL
• 14 years of Technology and Accounting
experience
Interview with Mark Counts:
IT Director, RubinBrown LLP
21
Eric Gorham
Director of Internal Technology
• Began work at REJIS in 1983
• Associate’s in Applied Science Data Processing
from STLCC-Meramec
• Certifications – Computer Programming &
Operations
• Graduate of SIM RLF
Interview with Eric Gorham:
Director of IT, REJIS
22
Organizational Backgrounds
• In 2007, there were an estimated 5,878,415 residents
• The FY08 Budget is roughly $7.9 Billion
• Budgetary Funds are Divided into 18 General Categories
• Within these categories are the budget allowances for the 15 Major
State Agencies
• The Governor expects to have a $200 million dollar surplus by year-end
Office of Social and Economic Analysis, University of Missouri Extension http://www.oseda.missouri.edu/
State Budget Summary, Fiscal Year 2008 http://www.oa.mo.gov/bp/budpress08/budpress08.pdf
24
• Founded in 1871
• US employees: 30,326
• Employees outside U.S: 2,037
• Services in 3 countries: US, UK & Canada
• 2006 revenue: 3.5 Billion
Edward Jones Investments. (2008, April 1). In Wikipedia, The Free Encyclopedia. April 3,
2008, from
http://en.wikipedia.org/w/index.php?title=Edward_Jones_Investments&oldid=202624312
25
• The firm's 10,000-plus financial advisors work directly with more than
7 million clients to understand their personal goals - from college
savings to retirement
• Create long-term strategies for client’s investments
• Embraces the importance of building long-term, face-to-face
relationships with clients
Edward Jones Investments. (2008, April 1). In Wikipedia, The Free Encyclopedia. April 3,
2008, from
http://en.wikipedia.org/w/index.php?title=Edward_Jones_Investments&oldid=202624312
26
•
Highest in investor satisfaction with full service brokerage firms, three years in a
row. – J.D Power & Associates
•
For the eighth year, Edward Jones was named one of the “100 Best Companies to
work for in America” by FORTUNE magazine in it’s annual listing
•
Edward Jones ranked #29 overall. The firm ranked #9 on the magazine’s Best
Large-Sized Company List (FORTUNE January 22, 2007)
•
Ranked #1 among the nation’s top 7 brokerage firms for the 15th
consecutive year (Registered Representative, December 2007)
Edward Jones Investments. (2008, April 1). In Wikipedia, The Free Encyclopedia. April 3,
2008, from
http://en.wikipedia.org/w/index.php?title=Edward_Jones_Investments&oldid=202624312
27
• What is the average yearly IT budget? None
• Approval process for IT Projects
• Approval from Business Owner needed for IT Projects
• IS Working Group prioritizes the projects
• The PMO (Program Management office) will obtain CIO's signature
• CIO will obtain CFO's signature (if IT Project cost >$250,000) and
Managing Partner's signature (if IT Project cost >$1,000,000)
Interview with Vinny Ferrari: CIO, Edward Jones
28
RubinBrown is the 2nd largest public
accounting firm in St. Louis. The firm
provides accounting and business
consulting services to closely held and
publicly traded companies in specialized
market sectors as well as non-profit and
public sector organizations.
29
• Founded 1952
• 2 locations: St. Louis & Kansas City
• 300+ Team Members, 51 Partners
• Inside Public Accounting Report 2007
• RubinBrown is ranked #44 among America’s Largest
Accounting/Consulting Firms (ranked by U.S. net revenue)
• Business Journal Book of Lists 2007
• St. Louis: RubinBrown is ranked #2 (ranked by number of local
CPAs)
• Kansas City: RubinBrown is ranked #14 (ranked by number of local
CPAs)
Inside Public Accounting “IPA’s Top 100 Accounting Firms 2007” August 2007
Volume 21, Number 8 http://www.plattgroupllc.com/top100_2007.pdf
St. Louis Business Journal “Book of Lists 2007” Accounting Firms, CPAs
December 2007
Kansas City Business Journal “Book of Lists 2007” Accounting Firms: CPAs
2007
30
• Sells Computer Services to Government Agencies,
Local Law Enforcement, and Municipalities
• Annual Revenues $16,000,000
• Annual IT Budget of $10,000,000
Interview with Eric Gorham:
Director of IT, REJIS
31
What is the Reporting Structure?
32
Governor
Lt. Governor
Commissioner. of Office of Admin.
CIO
State Legislature
IT Staff
14 Agency Heads
MODOT
Conservation Committee
Interview with Dan Ross: CIO of Missouri
33
Managing
partner
Jim Weddle
COO
Norm Eaker
Human
Resources
IS Business
Develop Software
IS Business
Infrastructure
IS Chief
Technology
Office
Information
Systems CIO
Vinny Ferrari
IS Infrastructure
Services
IS Network
Services
IS Planning,
Quality & Control
IS Procurement
Interview with Vinny Ferrari: CIO, Edward Jones
34
Compensation Committee
RubinBrown Board
Staffing Business Units
Finance Committee
Financial Management
Chairman
Risk Management Committee
Human Resources
Managing Partner
Marketing
Office Managing Partners
Technology Support
Industry
Group
Assurance
Architects
Automotive
Contractors
Health Care
Home Builders
Hospitality
Law Firms
Manufacturing
Mortgage Bankers
Not-For-Profit
Public Sector
Real Estate
Interview with Mark Counts:
IT Director, RubinBrown LLP
Corporate
Finance &
Forensic
Tax
Mergers &
Acquisitions
Plan Audits
SALT
Litigation
Services
Wealth
Mgmt
Internal Audit
Strategic
Client
Development
Information
Technology
Valuation
Investment
Advisors
SEC
Benefits
Small
Business
Family
Office
35
General Manager
Director of
Administration
Director of IT
(CIO)
Senior Manager
Applications
Senior Manager
Network Services
Applications Staff
Director of Client
Services
Senior Manager
Operations
Network Staff
Operations Staff
Interview with Eric Gorham:
Director of IT, REJIS
36
How Do They Get Along With the CEO?
Dan Ross’
Relationship
with the Governor
• Frequently Speaks with the Governor and the
Commissioner of the Office of Administration
• Monthly reports
• Has worked with the Governor for years
• Handpicked as CIO
Interview with Dan Ross: CIO of Missouri
38
Mark Counts’
Relationship with the
Managing Partner
• Informal meetings twice weekly
• Monthly formal lunch meeting
• Bi-annual formal evaluation sessions
• Formal meetings with equity partners at the firm
“Even with all that communication, it’s still not enough!”
Interview with Mark Counts:
IT Director, RubinBrown LLP
39
Eric Gorham’s
Relationship with the Governor
• Very open
• Meet several times a week-both formal and
informal
• One-on-One and in group settings
• Discuss client and business issues
• Open door policy
• GM takes an active interest in IT
Interview with Eric Gorham:
Director of IT, REJIS
40
What Keeps Them Up at Night?
41
•
Dan Ross: Disaster Recovery!
•
Vinny Ferrari: Security Issues
“The State’s IT facilities are not yet adequately capable of recovering data in the event of a
widespread disaster.”
• Mark Counts: Data loss or physical equipment loss; Protection
from hackers
•
Eric Gorham: System Availability
Interview with Dan Ross: CIO of Missouri
Interview with Eric Gorham:
Director of IT, REJIS
Interview with Mark Counts:
IT Director, RubinBrown LLP
Interview with Vinny Ferrari: CIO, Edward Jones
What They Do - How They Do It
43
Dan Ross
• IT Staff 1200
•
•
•
•
Cost efficient IT solutions
Large project management
Change management
Gets project approval from COA &
governor
• NASCIO member
• Represent the State
“There is one thing IT should never be
and that is static. There is always
a way to improve on what we are
doing. It is definitely strategic.”
– Dan Ross
• Push for IT funding
Interview with Dan Ross: CIO of Missouri
44
Mark Counts
• Oversees the technology support department, ensuring all
RubinBrown departments and groups are making the most
effective use of available technology
• Participates in the planning, design, implementation and
support of cost-efficient technology solutions
Interview with Mark Counts:
IT Director, RubinBrown LLP
45
Vinny Ferrari
• People: You need to know the people
• Process: Based on the business need, you may need
to break the process
• Business and Technology: We are in the financial
services business
Interview with Vinny Ferrari: CIO, Edward Jones
46
Eric Gorman
• Budgeting, Purchase approvals, proposals
• Dealing with clients
• Work with GM staff on marketing, development and other issues
• Meeting with 1st and 2nd level management teams
• Getting involved with staff and projects
• Emails, paperwork, etc.
Interview with Eric Gorham:
Director of IT, REJIS
47
Successes and Challenges
48
Successes/Innovations
•
Consolidated 14 of 15 state IT departments under the Office of
Administration
•
Saved $9,000,000 in software licensing fees
•
Software is now ordered in bulk
•
Eliminated 50 unnecessary IT positions without firing
•
Interoperable radio system to connect police, fire departments, hospitals,
and child protective services
•
Currently working on comprehensive, cooperative patient healthcare file
system for Public Health Clinics
Interview with Dan Ross: CIO of Missouri
49
Challenges
• Data security: 218 attempted attacks per day
• IT budget cuts
• 2007 Dept. of Homeland Security cut IT grants
• Constant battle with state legislature for funds
• Attracting and retaining staff
Interview with Dan Ross: CIO of Missouri
50
Successes/Challenges
• Being more flexible with the business group
• Helping to change the mindsets of people
Interview with Vinny Ferrari: CIO, Edward Jones
51
Successes/Challenges
• FY ’07-’08 Plan: Revamping the infrastructure
• FY ’08 – ’09 Plan: End-User Experience
• Generational changes in business environment
• Working to understand decisions made by IT predecessors
Interview with Mark Counts:
IT Director, RubinBrown LLP
52
Successes/Challenges
• The Design, Construction, and Move-in to New Data Center
Facility
• Jail Management Services- Not troublesome from a development
or management perspective, but initial acceptance and
client/market growth
• Better Marketing Materials
• More Client Interaction
Interview with Eric Gorham:
Director of IT, REJIS
53
Comparison of Data
54
Comparison of Data
Dan Ross
IT Budget
Mark
Counts
Vinny
Ferrari
Eric
Gorman
Statistics
$218 mill.
N/A
Per Project
$10,000,000
Varies
State worker.
No IT
Accounting
and IT
IT
IT
IT
Years as CIO
3
1.4
1
10
Tenure of 4.5
years
# of IT Staff
1200
5
4000
140
Varies
Strategic
Tactical
Strategic
Strategic
Tactical
Prior Background
Tactical / Strategic
55
Conclusion
What We Have Learned
• Regardless of the work environment, many CIOs face similar
challenges.
• The Role of the CIO is constantly changing. Today, CIO’s are
faced with increasingly higher expectations and more
responsibility. A CIO must be many things to many peopleBusiness strategist, technology innovator, change manager,
project advocate, and budget watchdog.
• The CIO has gone from a small departmental role, to a key
force in shaping and improving business processes.
56
References
1. Dorothy E. Leidner “How incoming CIOs transition into their new jobs”MISQE,March 2007, volume 6,Issue1
2. Jerry Luftman, “ An update on business-IT alignment:”A Line” has been drawn”,MISQE, Sept 2007,
volume6,ssue 3
3. Chris Curran, “CIO advisory board response to “IT in 2010:the next frontier” MIS, Dec 2006, volume5, Issue4
4. Heather A, Smith, “IT in 2010:the next frontier” MIS, Sep 2006, volume 5, Issue
5. Jerry Lufftman, “key issues for IT executives 2005”,MIS, June 2006, volume 5, Issue
6. Dorothy E. Leidner, “How CIO’s manage IT during economic decline:surviving and thriving amid uncertainty”
MISQE, March 2003, volume2, Issue 1
7. Fortune, “100 Best Companies to Work for in America” January 22, 2007
http://money.cnn.com/magazines/fortune/bestcompanies/2007/snapshots/29.html
8. Inside Public Accounting “IPA’s Top 100 Accounting Firms 2007” August 2007 Volume 21, Number 8
http://www.plattgroupllc.com/top100_2007.pdf
9. St. Louis Business Journal “Book of Lists 2007” Accounting Firms, CPAs December 2007
10.Kansas City Business Journal “Book of Lists 2007” Accounting Firms: CPAs 2007
11. ITAA June 22, 2005 Press Release - Minorities http://www.itaa.org/eweb/Dynamicpage.aspx?webcode=PRTemplate&wps_key=0bf6f8eb-20ab-4906-957d2ffa85ea205b
12. J.D. Power and Associates, “Investor Satisfaction Among Brokerage Firms” July 24, 2007
13. Office of Social and Economic Analysis, University of Missouri Extension Viewed 3/20/08.
http://www.oseda.missouri.edu/
57
References (cont.)
14. State Budget Summary, Fiscal Year 2008 Viewed 3/20/08.
http://www.oa.mo.gov/bp/budpress08/budpress08.pdf
15. “Not Enough IT Workers on Staff, Survey Finds” Dubie, Denise. Viewed 3/18/08. NetworkWorld December
13, 2008. http://www.networkworld.com/news/2008/021308-it-worker-shortage.html
16. “What Do Employees Really Want?” Finegold, David, PhD. Viewed 3/20/08. LiNE Zine
http://www.linezine.com/7.2/articles/dfwderw.htm
17. “Online delivery and taming disruptive technology key themes for 2008” McNevin, Ambrose. Viewed 3/20/08.
CIO Magazine. December 7, 2007.
http://www.cio.co.uk/concern/alignment/news/index.cfm?articleid=2367&pagtype=allchandate&pn=21
18. Huber, Bill. “The New Face of IT Leadership” Technology. Inc. Viewed 3/21/08.
http://technology.inc.com/managing/articles/200702/huber.html
19. IBM Global Services. “The New CIO: Change Partner and Business Leader” May 2007. http://www935.ibm.com/services/us/cio/pdf/wp_cio_leadership_forum_g510-6605-00.pdf
20.“Expanding the Innovation Horizon,” The IBM Global CEO Study 2006 http://www935.ibm.com/services/uk/bcs/pdf/g510-6259-01-the-global-ceo-study-2006.pdf
21.Gottschalk,Peter. "IS/IT Leadership Roles," hicss, p. 7055, 33rd Hawaii International Conference on System
Sciences-Volume 7, 2000
22.“IBM Survey: CIO Role Is Changing; CEOs Need to Further Align IT and Business to Drive Innovation and
Growth” Zane, Randy. Press Release Viewed 3/20.08. June 19,2007.
58