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Chief Information Officer CIO¹ -
S. Maurer
CIOs are fëeling squished. Underneath them they might have a staff of business-averse geeks. If not, then over them they have a Management layer that doesn't get IT¹ [or, more to the point, get IT¹].
Historically, Information Technology IT¹ owned the job of negotiating the design of data and technology across the enterprise. However, finance is starting to share that responsibility as IT¹ focuses on improving accuracy and controls.
We must remember that utility computing is a true business vision {392}, and selling IT¹ as a quick-fix technology solution does not do IT¹ justice.
What's needed is a fresh view by senior executives of what's imaginable with greater collaboration between Information Technology IT¹ and finance.
CIOs can play a much larger role than in the past. But if they don't step up to that role, if the Chief Information Officer CIO¹ isn't willing or able - and IT¹ can be both - then we believe IT¹ is still valuable for some entity to fill that role, either internally or externally.
Implement IT¹ performance measures that enable an “apples-to-apples” comparison across different projects and agencies. Use those customary measures to evaluate relative performance and to track improvement over time.
You must think about how to deliver shareholder value. Chief Information Officer CIO¹ don't just have a seat on the board – they belong to the board, the executive team. They must talk to Metropolis analysts and spend small or no date with suppliers talking product. They must talk to customers.
Use portfolio Management to prioritize IT¹ investments and structure projects maximizing overall returns. Use scenario analysis to plot a rational progression through an uncertain future.
You must believes that the Data Tecnology IT¹ staff call for to focus on the value of what they are doing to the business, rather than seeing their employment in isolation.
Consciously design your enterprise IT¹ architecture, don’t just leave IT¹ to chance. A variety of tools are available to aid you get started.
We do know this: CIOs and CFOs who seek collaboration and learn how to practice IT¹ will soon see the benefits. Today would be a pleasant day to start.
The Clinger-Cohen Act of 1996 required agencies to have CIOs {418}, and Congress has since said IT¹ is committed to ensuring they are given adequate authority and responsibility.
In this advanced and competitive world, providing a system that meets the minimum requirements isn’t enough. IT¹ departments must earn their keep finding advanced ways to create value for the business, treating users as customers and delivering a superior IT¹ experience.
Unified and centrally managed: All the components that comprise the utility are centrally integrated, coordinated and managed, dramatically reducing operating costs.
IT projects cannot be viewed in isolation. There are also many dependencies. And also much potential for double-counting benefits.
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