The Chief Information Officer (CIO) Concept in E-government: Select Lessons for Developing Countries D.C.Misra* Index Terms Government CIO‚ CIO Council‚ CIO Role‚ CIO Framework‚ CIO Action Plan ABSTRACT An attempt has been made in this paper to view the Chief Information Officer (CIO) concept worldwide treating him as the prime mover of e-government. In the global perspective the entry of the Chief Information Officer (CIO) in e-government calculus by incorporating the four dimensions
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Abstract 1 Introduction (The Role of the CIO) 2 The CIO ability to think strategically and properly align IT with ………………………………………………………………3 Aligning IT with the specific needs of the enterprise …………………………………………….4 How innovation and creativity play a role ………………………………………………………… CIO knowledge of the Business …………………………………………………………………… How cloud computing play a vital role …………………………………………………………… CIO as the investor of the enterprise resources . Staying competitive with emphasis on customer
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Petroleum" means the company is concentrated on alternative energy resources and gaining a competitive advantage within the industry. The company BP strives to be the best‚ the strongest and the most innovative amongst its competitors. From the top of the organization to the bottom‚ from the engineers to the janitors to the IT department‚ the company is striving for excellence. When the new CIO came into the picture in 2007‚ he took the slogan of “Beyond Petroleum” and merged it with his experience
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Chief Information Officer The Chief Information Officer (CIO) is the highest ranking IT executive in an enterprise that manages the information technology and computer system. The CIO manages the information system to help the enterprise achieve its goals. A competent CIO requires great technology knowledge‚ good communications skills‚ and broad corporate perspective. Generally‚ the CIO reports to chief executive officer‚ chief operations officer or chief financial officer. Origins of Chief Information
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FEATURE Why Business Analysts Are So Important for IT and CIOs A new Forrester report sheds light on this little known‚ often misunderstood but critical liaison role that can unite the business and IT on enterprise projects‚ systems development and business strategy. By Thomas Wailgum Follow CIO | Apr 16‚ 2008 8:00 AM PT For two decades‚ the CIO has been viewed as the ultimate broker between the business and technology functions. But while that may be an accurate perception in the executive boardroom
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CIO Leadership Profiles: Implications of Matching CIO Authority and Leadership Capability on IT Impact Q E CIO LeadershIp prOfILes: ImpLICatIOns Of MIS Uarterly matChIng CIO authOrIty and LeadershIp xecutive CapabILIty On It ImpaCt1 Executive Summary Ultimately‚ organizations invest in information technology (IT) initiatives to improve their level of performance. However‚ there have been mixed results from the payoff of IT investments. This article presents evidence that the variation in
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CIO Interview Questions IT Management: What shortcomings have you experienced with your management style? How do you use metrics to manage IT? What are some common metrics pitfalls? How do you balance tactical business demands with the need to stick to a long term strategy? What project are you most proud of? Can you give me a example of a project you were involved in that failed? How do you ensure a fair and competitive procurement process? How will you market IT to
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Jack Carlisle‚ CIO IZL is a growing financial services organization and there has been a sudden replacement of the CEO of the company. This lead the company in a state of turmoil and employees are uncertain about their job. Jack Carlisle was hired to organize the IT infrastructure in IZL. IT was not well managed in IZL to align it with the business strategy and a lot of restructuring was required. There was lack of infrastructure for applications as well as regulatory purposes. Physical infrastructure
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1. What have been Jack’s greatest successes as a CIO at IZL Corporation? Jacks success at IZL started from the interview‚ he looked around and listened. Carlisle can draw a parallel with Giles‚ as he noted himself during his tenure; Giles was more rational and methodical. Again as Carlisle noted‚ Giles approach aimed at empowering his direct reports and encouraging them to work things out together. The parallels are easily drawn between the two gentlemen supported by examples where Carlisle fostered
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study of information needs of a management at every level in making operational‚ tactical‚ and strategic decisions. Its aim is to design and implement machine procedures‚ processes‚ and routines that provide detailed reports in an accurate‚ consistent‚ and efficient manner. Most MISs are organized along the function lines of an organization. Typical functional management information systems include financial‚ manufacturing‚ marketing‚ human resources and other specialized systems. Each system is composed
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