Traditional CIOs are often perceived as tactical managers, controllers, or order takers. But digital CIOs need to be the “constructive disruptors” to break down silos and break through conventional wisdom. The purpose of this book “The Change Agent CIO: The CIO’s Dynamic Role of Leading Digitalization“ is to share insight into the multifaceted CO leadership disciplines and multidimensional change agenda of IT. The digital CIOs are in demand to “disrupt,” inspire changes and accelerate digital transformation. They are change agents to reinvent IT as the business growth engine, optimize business processes and structures, rejuvenate the corporate culture and communication, and raise their intellectual voice to lead change interactively, innovatively, and relentlessly.

1. The Change Agent CIO
The CIO’s Dynamic Role of Leading Digitalization
Pearl Zhu
The Author of “Digital Master” (25+ Books)
& “Future of CIO” Blog (5000 Blogs)
WWW.PEARLZHU.COM
FUTUREOFCIO.BLOGSPOT.COM
CIO MASTER
DIGITAL MASTER

2. “Digital Master” Book Series
(25 Books)

3. Title: The Change Agent CIO
Sub Title: The CIO’s Dynamic Role of
Leading Digitalization
Author:
Pearl Zhu
ISBN: 978-3-359-10301-0
Copyright Date:
Sep, 2018
About “The Change Agent CIO”

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5. The Change Agent
CIO Summary
The expectation for CIO have
grown multifaceted.
The purpose of this book “The Change Agent
CIO: The CIO’s Dynamic Role of Leading
Digitalization“ is to share insight into the
multifaceted CO leadership disciplines and
multidimensional change agenda of IT. The
digital CIOs are in demand to “disrupt,”
inspire changes and accelerate digital
transformation.

6. Digital CIO’s Vision, Passion, Orchestration
6

7. Often information abundance
catalyzes change, and technology is
the disruptive force behind major
changes. Hence, in digital
organizations, CIOs shouldn’t get
pushed for changes; they are actually
in a better position to play a role as
the change agent.
Chapter 1 The Digital CIO as Change Agent

8. Information is fluid, and
digitalization is complex. It becomes
complex if things do interact,
particularly in the case of "non-linear"
interaction and interdependent
relationship.
Chapter 2 The Pervasive Changes and
Digitalization

9. IT faces an unprecedented opportunity
to refine its reputation, also needs to
take more responsibility as a true
business partner. CIOs have to get IT
change agenda ready, have access to
both internal and external resources for
achieving the desired ROI and running
high-performance digital IT
organization effortlessly.
Chapter 3 The Digital IT Change Agenda

10. The digital era upon us is about
increasing pace of changes and
continuous disruptions, IT is in a
unique position to lead changes because
they can oversee the whole
organizational processes and they
should have the management skills to
implement digital transformation
programs successfully.
Chapter 4 The Digital IT Change Practices

11. The role of CIO continues to evolve
rapidly in the midst of the information
abundance and technology driven digital
disruptions. Forward-looking IT
organizations should practice
intrapreneurship for running IT as a
software startup, promote and sustain
organizational performance, renewal
and corporate competitiveness.
Chapter 5 IT Innovation & Intrapreneurship

12. Change Management is about mentoring
the human side of the business through
the profound and unsettling change.
Therefore, change agents are critical, as
they have been an invaluable source of
courage, knowledge, business direction
and insight.
Chapter 6 The Digital Change Agent

13. Digital brings both significant
opportunities and unprecedented risks
to the business’s surviving and
thriving. The CIO as the digital leader
needs to understand and overcome
pitfalls on the way in order to run a
high-performance digital IT
organization.
Chapter 7 Avoid Pitfalls to Run Dynamic Digital IT

14. “You can’t manage it if you don’t measure
it” is an old adage for modern business
management. A performance measurement
system is a necessary foundation for
continuous improvement. Because
without measurements, it can be hard to
tell whether attempted improvements
make the situation better or worse.
Chapter 8 Play the Number Game Wisely

15. As businesses change shape, size,
expansion, and transformations, CIOs
too need conditioning and improvement.
The digital CIOs’ portrait is
multidimensional, they have to wear
different personas and master multiple
leadership and management roles
effortlessly.
Conclusion
IT continues to grow in importance to organizations, both operationally and as
a competitive advantage.

16. IT Leadership/Management Books
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18. Review
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