An enterprise should have only one strategy, the business strategy, which seeks to clarify how it will compete and succeed in its chosen markets, or, for the public sector, how it will achieve its mission. In the digital age, with information and technology impacting every aspect of the business and 40% of technology spending occurring outside of the IT organization, the heart of the business strategy must address the strategic use of information and technology assets across the enterprise.


In this context, CIOs need to break from the traditional expectation of creating a separate IT strategy that "responds to and aligns with" the business strategy. The CIO is not creating a strategy for the IT department, but rather is guiding the use of information and technology enterprisewide, regardless of who owns or controls the assets. The CIO acts as the voice of information and technology in the enterprise strategic planning process, helping other business leaders understand opportunities and threats that often go unconsidered when IT is an afterthought.


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Why do IT Executives need to devote more time to personal development?
  • The digital era presents CIOs with favorable circumstances to influence and lead their business stakeholders through deep cultural change, as well as to envision new business models and opportunities while building and expanding new ecosystems.
  • In times of disruption and rapid change, CIOs need their people to be at their best, most creative and innovative. However, they will be challenged to overcome and replace well-established management practices to accomplish that.
  • More than 'just' managing a rapidly evolving technology landscape, CIOs need to guide their organizations through the minefield of business disruptions and emerging opportunities. Providing inspiration to help their organization successfully transform business models, practices, and cultures will be an ongoing challenge for CIOs.
  • CIOs need to become more leading than following, more exploring than reacting, and more daring than securing.
  • To help their teams achieve business objectives in changing times, CIOs must actively inspire them by developing trust, purpose, engagement, commitment, collaboration — and enjoyment.


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