Taking the Reins as CIO by Tony Gerth & Joe Peppard

Author:Tony Gerth & Joe Peppard
Language: eng
Format: epub
ISBN: 9783030319533
Publisher: Springer International Publishing

Tony Gerth (Corresponding author)

Email: [email protected]

Joe Peppard

Email: [email protected]

In this chapter we present the generalized taking charge process for a newly appointed CIO that we have derived our data. As will be explained, this process consists of key activities and outcomes that occur across three overlapping, but distinct phases which follow a particular timeline. We will show how these activities relate to the transition types that were introduced in the previous chapter.

But before we describe the taking charge process, we want to address the question of whether the CIO faces challenges unique from other C-level executives. If not, then we would expect the taking charge process to be similar to other executives (in Chap. 3 we shared a few of those studies). If so, we would expect their taking charge process to be different because unique challenges would influence what is necessary to take charge effectively. If you have read this far you know that our position is that the CIO takes charge within a unique context. Others also share this view that CIO leadership is unique.1 It is unique because the CIO (as we pointed out in Chap. 1) is expected to combine technical IT knowledge with an in-depth understanding of the organization across all functions, taking both an operational and strategic perspective, and where technology decisions can have a long-term implication. Moreover, unique leadership challenges arise from the technology/business interface, where active engagement and involvement of colleagues from outside the IT unit is mandatory for success as a CIO but so hard to accomplish.

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