Mais conteúdo relacionado

Apresentações para você(20)

Similar a The New Book "12 CIO Personas" Preview(20)




The New Book "12 CIO Personas" Preview

  1. 12 CIO Personas Digital CIO’s Situational Leadership Practices Pearl Zhu The Author of “Digital Master,” & “Future of CIO” Blog WWW.PEARLZHU.COM CIO MASTER DIGITAL MASTER
  2. “Digital Master” Book Series 21 Books
  3. Title: 12 CIO Personas Sub Title: Digital CIO’s Situational Leadership Practices Author: Pearl Zhu ISBN: 978-1-44682-7 Copyright Date: Dec. 2017 About “CIO Master”
  4. Summary This book “12 CIO Personas: The Digital CIO’s Situational Leadership Practices” is the extensive brainstorming and logical content expansion of my book “CIO Master: Unleash the Digital Potential of IT,” to reimagine and reinvent CIO leadership via practicing multitudes of digital influence. CIOs have multiple personas, varying personalities, and impressive leadership profiles. The personas can be seen as the “public relations” part of digital CIOs that allow them to interact socially in a variety of situations with relative ease. Contemporary CIOs are expected to wear many hats to practice situational leadership effectively.
  5. 12 CIO Personas ● Chief Information Officer: CIOs take charge of one of the most invaluable business assets - information. ● Chief Innovation Officer: Ideally, CIOs are “Chief Innovation Officers” who are expected to constantly propose new ideas and challenge the status quo. ● Chief Insight Officer: Go deeper, CIOs are “Chief Insight Officers,” who can provide information-based insightful advice for business executive peers and lead profoundly. ● Chief Improvement Officer: In practice, CIOs are “Chief Improvement Officers” who lead IT to continue optimizing business capability and improving organizational maturity. ● Chief Instrument Officer: CIOs play an instrumental role in chartering digital paradigm shift seamlessly. ● Chief Interpretation Officer: CIOs are fluent in both business language and IT terminology to ensure cross-functional communication without “lost in translation.” ● Chief Inspection Officer: CIOs should do periodic IT quality checks to ensure its effectiveness, efficiency, performance, and maturity. ● Chief Interaction Officer: CIOs need to build solid business relationships across the digital ecosystem. ● Chief Intrapreneur Officer: CIOs are able to run IT as a software startup and the business in the business. ● Chief Investment Officer: IT investment can often become the decisive factor to run a high-performance organization. ● Chief Integration Officer: CIOs need to reinvent IT as the linchpin to bridge IT-business gaps and strengthen the weakest links to catalyze digital transformation. ● Chief Influence Officer: Digital CIOs today must develop their leadership competency to make multidimensional influence across the organization.
  6. CIO Masters’ Multiple Hats
  7. Back to its root, the CIO role is to be a "Chief Information Office," as an information management master for the dynamic digital corporation. Because nowadays, IT is permeating into every corner of the organization, and information is the lifeblood of any business across industrial sectors. Chapter 1 The CIO as “Chief Information Officer”
  8. Digitalization opens the new chapter of innovation. CIOs need to present the entrepreneurial spirit, learn to think and lead innovatively, take calculated risks while nurturing contingencies and growing great talent, etc. Chapter 2 The CIO as “Chief Innovation Officer”
  9. The pace of changes in IT would force more CIOs to shift into the insightful digital leadership role for exploring the breadth and depth of digital new normal. Because IT plays a significant role in driving digital transformation. Also, because IT is uniquely positioned to observe processes across the enterprise and build differentiated business competencies. Chapter 3 The CIO as “Chief Insight Officer”
  10. Continual improvement" is an IT mantra in the digital era. There is never "enough" to optimize IT operations and improve organizational maturity. Continuous improvement is by tweaks of things in the old fashion way to bring efficiency. But, even a very small improvement leverages a new way of doing things, brings an outside method or view, and shifts the paradigm, to get digital ready. Chapter 4 The CIO as “Chief Improvement Officer”
  11. The digital paradigm has many dimensions, organizations can harness the power of information to provide the emergent business trends with a fact-based vision of where to aim and how to get there, through identifying the right information, validating it and communicating it to right people at the right time. IT is the linchpin of the emergent digital ecosystem, CIOs play an instrumental role in chartering a multidimensional digital paradigm shift seamlessly. Chapter 5 The CIO as “Chief Instrument Officer”
  12. The clear-cut divide that used to be there between IT and business in the olden days is vanishing fast; IT is the business. IT-business relationship needs to be shifted from alignment to integration to ensure that the business as a whole is superior to the sum of pieces. The top leaders such as CIOs have to be fluent in both business and IT dialogues, and switch them back and forth without “lost in translation.” Chapter 6 The CIO as “Chief Interpretation Officer”
  13. IT plays a significant role in digital transformation, as more often than not, technology is a major digital disruptor today. The purpose of digital transformation is to embed digital technology into key business processes and improve business capabilities to compete for the future. The quality check of IT management is to ensure IT is the enabler and even a game-changer of the digital transformation. Chapter 7 The CIO as “Chief Inspection Officer”
  14. Good relationships with the right people make a business work. All businesses come down to people who plan to implement a solution. Whether it is with IT assistance or just by re-engineering an existing process, the work begins with people, the praise comes from people and the complaints often originate with people. Modern CIOs as “Chief Interaction Officers,” can master how to well manage different dimensions of IT relationship to improve leadership effectiveness. Chapter 8 The CIO as “Chief Interaction Officer”
  15. Corporate Entrepreneurship or intrapreneurship has been recognized as a potentially viable, it means for promoting and sustaining organizational performance, renewal, and corporate competitiveness. Being entrepreneurial is first the mindset, and then attitude, skills are the easier part to be developed. Intrapreneur leaders present solid leadership attributes such as “full open communication,” “creativity,” “confidence,” “resourcefulness,” “decisiveness,” “ownership,” “self-adaptation,” and "resilience." Chapter 9 The CIO as “Chief Intrapreneur Officer”
  16. Nowadays, technology is the disruptive force behind digital transformation and information is the gold mine all forward-thinking businesses are digging in. Companies across industrial sectors claim they are in the information management business. Thus, IT investment in the business can often become the decisive factor for running a high-performance organization with the long-term perspective. Chapter 10 The CIO as “Chief Investment Officer”
  17. It is the digital era, IT organizations are transforming from “Build to last,” to “Design to Change” and “Cloudify to Speed Up.” Especially, in large complex enterprises where there are many revenue streams, many business units, many geographies involved, many products and services will be having a variety of data, the variety of systems to handle the business. Integration is not always cost-effective, but to ensure that the application ecosystem offers real value and agility. Chapter 11 The CIO as “Chief Integration Officer”
  18. Last but not least, CIOs are “Chief Influence Officers.” The command-control leadership style is no longer fit for the hyperconnected and highly transparent digital new normal. Digital CIOs today must develop their leadership competency to make multidimensional influence across the organization as well as the digital ecosystem. A digital CIO has to be a digital visionary, a transformational leader, an empathetic communicator, a good facilitator, a great listener, and an excellent digital game changer. Chapter 12 The CIO as “Chief Influence Officer”
  19. 12 CIO Personas The CIO is an inherently cross-functional role, to bridge the business and IT; the data and insight, the business’s today and tomorrow. The digital CIOs have to wear different personas and master multiple leadership and management roles effortlessly.
  20. Review Would you recommend this book? Write your review here.