Environmental modelling of the Chief Information Officer

Since the introduction of the term in the 1980’s, the role of the Chief Information Officer (CIO) has been widely researched. Various perceptions and dimensions of the role have been explored and debated. However, the explosion in data proliferation (and the inevitable resulting information fuelled change) further complicates organisational expectations of the CIOs role. If organisations are to competitively exploit the digital trend, then those charged with recruiting and developing CIOs now need to be more effective in determining (and shaping) CIO traits and attributes, within the context of their own organisational circumstances and in line with stakeholder expectations. CIOs also need to determine their own suitability and progression within their chosen organisation if they are to remain motivated and effective. Before modelling the role of the future CIO, it is necessary to synthesise our current knowledge (and the lessons learnt) about the CIO. This paper, therefore, aims to identify and summate the spectrum of key researched ‘themes’ pertaining to the role of the CIO. Summating previous research, themes are modelled around four key CIO ‘dimensions’, namely (1) Impacting factors, (2) Controlling factors (3) Responses and (4) CIO ‘attributes’. Having modelled the CIOs current environment, and recognising the evolving IT enabled information landscape, the authors call for further research to inform the recruitment and development of the future CIO in terms of personal attributes and the measurable impact such attributes will have on their respective organisation

The impact of strategy on business analytics success

Business analytics systems are an important strategic investment for many organisations and can potentially contribute significantly to firm performance. In this paper we develop a theoretical model, based on the resource-based view, that explains how business analytics capabilities lead to benefits. We argue that the type of strategy, represented as enterprise architecture, moderates the benefits achieved. Two case studies are then presented, each with a different type of strategy, and we explain how and why benefits were achieved from business analytics systems in each. We then identify the similarities and differences between the two case studies and discuss these using five dimensions that emerge from the case studies: strategic alignment, governance, people, organizational culture and data and technology infrastructure.<br /

Leveraging Big Data Analytics to Improve Quality of Care In Health Care: A fsQCA Approach

Academics across disciplines such as information systems, computer science and healthcare informatics highlight that big data analytics (BDA) have the potential to provide tremendous benefits for healthcare industries. Nevertheless, healthcare organizations continue to struggle to make progress on their BDA initiatives. Drawing on the configuration theory, this paper proposes a conceptual framework to explore the impact of BDA on improving quality of care in health care. Specifically, we investigate how BDA capabilities interact with complementary organizational resources and organizational capabilities in multiple configurations to achieve higher quality of care. Fuzzy-set qualitative comparative analysis (fsQCA), which is a relatively new approach, was employed to identify five different configurations that lead to higher quality of care. These findings offer evidence to suggest that a range of solutions leading to better healthcare performance can indeed be identified through the effective use of BDA and other organizational elements

Through What Mechanisms Does Business Analytics Contribute To Business Value?

This paper synthesizes from the literature a model of factors affecting organizational benefits from business analytics, then reports a preliminary test of that model. The model consists of two parts: a process model and a variance model. The process model depicts the analyse-insight-decision-action process through which an organization’s business-analytic capabilities (high-quality data, integrated BA platform, and analytic people) create business value. The variance model proposes that the five factors in Davenport et al.’s (2010) DELTA model of BA success factors, plus three from Seddon et al.’s (2010) model of factors affecting organizational benefits from enterprise systems, assist a firm to embed evidence-based decision making in the organization, and so contribute to business value. A preliminary test of the model was conducted using data from 40 customer-success stories from IBM, SAP and Teradata websites. Our conclusion was that the model is likely to be a useful basis for future research

A New Dualistic CIO Toolbox: Towards Ambidexterity in the Digital Business Transformation

By transferring organizational learning concepts into the IT context, this paper provides a new behavior oriented foundation for managing IT organizations in the digital business transformation. As a practical contribution, the paper introduces a new management toolbox which supports Chief Information Officers (CIOs) to lead their Information Technology (IT) organizations towards ambidexterity in the digital business transformation. The organizational ambidexterity is required for the digital business transformation in order to contribute innovativeness while simultaneously assuring effective operational IT environment. The toolbox is constructed using the systematic concept analysis and the concept derivation methods to convert the organizational learning concepts into the dualistic CIO toolbox. The toolbox includes a set of traditional Key Performance Indicators (KPIs) to assure operational effectiveness and a set of leadership principles to enable an innovative and experimental organizational behaviour. The application of the new dualistic CIO toolbox is illustrated through hypothetical cases

IT investment decision making:Usability of a normative model

This article analyzes the usability of a multi-criteria decision analysis based on a real options AHP (ROAHP) method for IT-investment decisions. The study presents ROAHP to Chief Information Officers (CIO’s) and collects their opinions on prerequisites for usability, strengths and weaknesses. To understand these opinions, the opinions are put in an organizational context by profiling their organization’s strategic decision making process. The study concludes that CIO’s recognize the potential and need of ROAHP but that organizations need much investments in data collection and decision models to make this method useful for its purpose, i.e. increasing IT investment decision rationality. ROAHP lacks usability. Furthermore, this study recommends future research focus on the usability rather than the validity of the method

Do KPIs used by CIOs Decelerate Digital Business Transformation? The Case of ITIL

This study provides a critical assessment of the current KPI-driven steering practices carried out by Chief Information Officers (CIOs). It explores how the use of ITIL KPIs affect the IT Service Management (ITSM) organization’s learning behavior and how this behavior impacts on Digital Business Transformation. The results indicate that, when used to steer the ITSM organization, ITIL KPIs will reduce the organization’s willingness to transform the current ITSM environment (i.e. current processes, work routines, services, policies and technologies) into the digital era. The findings suggest that, in order to successfully manage Digital Business Transformation, CIOs will need new types of management techniques which would endorse the organization’s norm-challenging and innovative learning abilities but also assure the operative effectiveness of the ITSM environment

CIO and business executive leadership approaches to establishing company-wide information orientation

In the digital world, business executives have a heightened awareness of the strategic importance of information and information management to their companies\u27 value creation. This presents both leadership opportunities and challenges for CIOs. To prevent the CIO position from being marginalized and to enhance CIOs\u27 contribution to business value creation, they must move beyond being competent IT utility managers and play an active role in helping their companies build a strong information usage culture. The purpose of this article is to provide a better understanding of the leadership approaches that CIOs and business executives can adopt to improve their companies\u27 information orientation. Based on our findings from four case studies, we have created a four-quadrant leadership-positioning framework. This framework is constructed from the CIO\u27s perspective and indicates that a CIO may act as a leader, a follower or a nonplayer in developing the company\u27s information orientation to achieve its strategic focus. The article concludes with guidelines that CIOs can use to help position their leadership challenges in introducing or sustaining their companies\u27 information orientation initiatives and recommends specific leadership approaches depending on CIOs\u27 particular situations. © 2011 University of Minnesota

CIO and Business Executive Leadership Approaches to Establishing Company-wide Information Orientation

In the digital world, business executives have a heightened awareness of the strategic importance of information and information management to their companies\u27 value creation. This presents both leadership opportunities and challenges for CIOs. To prevent the CIO position from being marginalized and to enhance CIOs\u27 contribution to business value creation, they must move beyond being competent IT utility managers and play an active role in helping their companies build a strong information usage culture. The purpose of this article is to provide a better understanding of the leadership approaches that CIOs and business executives can adopt to improve their companies\u27 information orientation. Based on our findings from four case studies, we have created a four-quadrant leadership-positioning framework. This framework is constructed from the CIO\u27s perspective and indicates that a CIO may act as a leader, a follower or a non-player in developing the company\u27s information orientation to achieve its strategic focus. The article concludes with guidelines that CIOs can use to help position their leadership challenges in introducing or sustaining their companies\u27 information orientation initiatives and recommends specific leadership approaches depending on CIOs\u27 particular situations

El papel de la orientación al dato en la transformación digital de las empresas: Lecciones aprendidas de un estudio descriptivo

En este cuaderno de trabajo se presenta un análisis del grado de transformación digital de 183 empresas que ya están inmersas en este proceso de cambio organizativo integral. Igualmente se describe el grado de orientación al dato de la persona que lidera el proceso de trasformación digital de la organización. La orientación al dato es un enfoque que enfatiza la importancia de recopilar y analizar datos para desarrollar ideas y conocimientos. Entendida como cualidad de las personas en puestos de dirección, la orientación al dato se define como la competencia para tomar decisiones eficaces basadas en la capacidad de la organización de obtener información de forma rápida y eficaz sobre el rendimiento organizativo, el comportamiento de los usuarios y del entorno. La orientación al dato es clave para tomar decisiones en base al análisis de información proporcionada por la analítica de big data y la gestión del correcto uso de las nuevas tecnologías que impulsan el proceso de transformación digital de las organizaciones.This Working Paper presents an analysis of the degree of digital transformation of 183 companies already immersed in the process of change that digital transformation entails. Likewise, it describes the degree of data orientation of the person leading the organization's digital transformation process. Data orientation is an approach that emphasizes the importance of collecting and analyzing data to develop insights and insights. Data orientation is critical to making decisions based on the analysis of information provided by big data analytics and the management of the correct use of new technologies that drive the digital transformation process of organizations. As a managerial competence, data orientation refers to the ability to make effective decisions based on the organization's capability to obtain information quickly and efficiently on organizational performance, user behaviour and the environment