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Introduction

Often in the rush to become “digital” organizations marginalize the CIO’s role. This report advises CIOs on how to reaffirm their position as a C-suite leader of digital business enablement rather than being perceived simply as the manager of an IT function.

Highlights

  • The CIO should demonstrate how technology investment should clearly impact one or all of the following three factors: top line (revenue generation), bottom line (profit), and customer satisfaction.

Features and Benefits

  • Understand the role of the CIO in support of board-level decision-making regarding investment planning, competitive positioning, and innovation strategies.
  • Learn why adopting a brand and communication strategy establishes an essential foundation to demonstrate the value of IT services in business contexts.

Key questions answered

  • What are the key board-level activities that a CIO should focus on to reaffirm the perception and value of the CIO role?
  • Why should CIOs elevate their accountability for cybersecurity threats and for compliance and risk management at the board level?

Table of contents

Summary

  • Catalyst
  • Ovum view
  • Key messages

Recommendations

  • Recommendations for CIOs

Investment planning

  • Highlight proposed investment’s fit with organization’s goals

Competitive position

  • Maintain competitive awareness

Innovation strategy

  • Determine C-suite appetite for technology innovation and disruption

Cybersecurity threats

  • For effective risk oversight, boards should actively engage with CIOs

Compliance and risk management

  • CIOs positioned to have increased role in improving compliance and risk management

Appendix

  • Further reading
  • Author

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