The technology landscape has changed dramatically over the past three decades. Organisations encounter extreme difficulty in managing their core capabilities which are enabled by technology. In light of this, organisations require strategic individuals who can continually carry the organisation to the new s-curve which will afford them the competitive advantage. The purpose of this study is to assist the Chief Technology Officer (CTO) and the c-level suite executives to effectively and appropriately position the CTO in an orgainsation. This will prevent Chief Information Officer (CIO) / CTO distortion and ensure that the CTO is being evaluated fairly. The findings of academics, as is evident in the literature review, underscore the essence of my finding that the position of the CTO in an organisation is not fully understood. The researcher has revised the current CTO models to develop the new ‘CTO TIE model’. This research highlights the viewpoint that the positioning of the CTO role will be influenced by two key variables; whether the CTO reports to the CIO or CEO? and whether the company is internally or externally technology focused? Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (M.Com. (Information Systems))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Economic and Business Sciences, 2015 / Information technology (IT) governance, which embodies how organisations arrange and manage their IT assets, continues to be of interest to those involved in the research and practice of information systems (IS). Most of the interest is because of the positive relationship between IT governance and organisational performance. Organisations are increasing their IT expenditure, which results in increased expectations by stakeholders. Public sector organisations have also gradually recognised the importance of IT governance to successful implementation of mandates, but the research conducted globally to understand how IT governance is actually implemented in the public sector has been limited. A case study of ENTDEV (a public sector agency) was used to explore how IT governance implementation takes in a public sector organisation. The case study sought to understand how institutional influences (e.g. regulative, normative and cultural-cognitive) play a role in IT governance adoption and the selection of IT governance mechanisms, how IT governance implementation actually takes place and what IT outcomes are achieved as a result of the implementation - using institutional theory, IT governance mechanisms framework, and the IT outcomes framework, as lenses. The case study identified regulatory influences as playing a role in IT governance adoption, and also uncovered the role of the Chief Information Officer (CIO) as important. Normative and culture cognitive influences were seen as not playing a role at the IT governance adoption stage. Regulatory and normative influences and the CIO have an influence in the implementation of IT governance mechanisms. The skills and capacity of people involved in implementing IT governance mechanisms, together with the positioning and organisation’s perception of IT are some of the issues that impact on IT governance implementation. The study recognised cost effective use of IT and improved compliance as the immediate IT outcomes as a result of IT governance implementation. Strategy enablement outcomes are recognised over time. Informed by the empirical evidence and literature, a framework for IT governance implementation in public sector organisations is conceptualised as a contribution to theory. It is envisaged that the framework may be used by public sector institutions to improve their understanding of IT governance and subsequently improve how they implement IT governance.

This dissertation develops a method for evaluating whether federal agencies have complied with the intent of the Clinger-Cohen Act (CCA) of 1996 as they established Chief Information Officer (CIO) positions. The research is important because the CIO position, as envisioned by the CCA, oversees a growing information technology infrastructure that is increasingly becoming the primary vehicle for inter/intra-government communication and for delivering services to the public. Yet despite this importance, CIO-related aspects of the CCA have not received in-depth evaluation in policy science or public administration literature. The CCA specified many roles for the CIO position but provided few criteria for evaluating how agencies complied with the provisions that required the establishment of a CIO position. Therefore, a seven-step policy analysis process was used to develop a federal agency CIO position evaluation method that would fill this gap. This analytic research included describing the CCA's legislative context, modeling the federal CIO position, determining the intent of the CCA relative to CIO establishment, and devising a method to evaluate this activity. This research approach was grounded in organizational theory related to institutional structure. A validated "Federal CIO Position Evaluation Method" (FCPEM) is the result of the research. FCPEM, which contains thirteen evaluation criteria, was tested and validated through key actor interviews at four federal agencies and focused on CIO position establishment activity between 1996 and 2000. Additional research is required to replicate this finding in other agencies and to further validate the use of FCPEM in conducting this type of public policy inquiry. / Ph. D.

<p>Within the electric power industry, the average company's enterprise system - i.e. the overall system of IT related entities - is today highly complex. Technically, large organizations posses hundreds or thousands of extensively interconnected and heterogeneous single IT systems performing tasks that varies from enterprise resource planning to real-time control and monitoring of industrial processes. Moreover are these systems storing a wide variety of sometimes redundant data, and typically they are deployed on several different platforms. IT does, however, not execute in splendid isolation. Organizationally, the enterprise system embraces business processes and business units using as well as maintaining and acquiring the IT systems. The interplay between the organization and the IT systems are further determined by for instance business goals, ownership and governance structures, strategies, individual system users, documentation, and cost. </p><p>Lately, Enterprise Architecture (EA) has evolved with the mission to take a holistic approach to managing the above depicted enterprise system. The discipline's presumption is that architectural models are the key to succeed in understanding and administrating enterprise systems. Compared to many other engineering disciplines, EA is quite immature in many respects. This thesis identifies and elaborates on some important aspects that to date have been overlooked to a large extent. Firstly, the lack of explicit purpose for architectural models is identified. The thesis argues that the concerns of a company's Chief Information Officer (CIO) should guide the rationale behind the development of EA models. In particular, distribution of IT related information and knowledge throughout the organization is emphasized as an important concern uncared for. Secondly, the lack of architectural theory is recognized. The thesis provides examples of how theory, or analysis procedures, could be incorporated into the Enterprise Architecture approach and hereby concretely drive the development of the architectural models. Due to the nature of enterprise systems, EA theories inevitable will be of an indicative character. Finally, in relation to the models as such, three aspects are highlighted. Firstly, the cost of collecting information from the organization to populate models is routinely neglected by the EA community. This expense should be evaluated in relation to the utility of analyses that the information can provide in terms of better informed decision making by the CIO. Secondly, models (and meta-models) must be kept consistent. And thirdly, the design of models is restricted by the limited mental capabilities of the minds of the model users. CIO concerns must consequently be easy to extract from the Enterprise Architecture models. </p><p><b>Key words:</b> Enterprise Architecture, Enterprise System, Chief Information Officer (CIO), Information Technology (IT) Management, Architectural Theory, Electric Power Industry</p>

Within the electric power industry, the average company's enterprise system - i.e. the overall system of IT related entities - is today highly complex. Technically, large organizations posses hundreds or thousands of extensively interconnected and heterogeneous single IT systems performing tasks that varies from enterprise resource planning to real-time control and monitoring of industrial processes. Moreover are these systems storing a wide variety of sometimes redundant data, and typically they are deployed on several different platforms. IT does, however, not execute in splendid isolation. Organizationally, the enterprise system embraces business processes and business units using as well as maintaining and acquiring the IT systems. The interplay between the organization and the IT systems are further determined by for instance business goals, ownership and governance structures, strategies, individual system users, documentation, and cost. Lately, Enterprise Architecture (EA) has evolved with the mission to take a holistic approach to managing the above depicted enterprise system. The discipline's presumption is that architectural models are the key to succeed in understanding and administrating enterprise systems. Compared to many other engineering disciplines, EA is quite immature in many respects. This thesis identifies and elaborates on some important aspects that to date have been overlooked to a large extent. Firstly, the lack of explicit purpose for architectural models is identified. The thesis argues that the concerns of a company's Chief Information Officer (CIO) should guide the rationale behind the development of EA models. In particular, distribution of IT related information and knowledge throughout the organization is emphasized as an important concern uncared for. Secondly, the lack of architectural theory is recognized. The thesis provides examples of how theory, or analysis procedures, could be incorporated into the Enterprise Architecture approach and hereby concretely drive the development of the architectural models. Due to the nature of enterprise systems, EA theories inevitable will be of an indicative character. Finally, in relation to the models as such, three aspects are highlighted. Firstly, the cost of collecting information from the organization to populate models is routinely neglected by the EA community. This expense should be evaluated in relation to the utility of analyses that the information can provide in terms of better informed decision making by the CIO. Secondly, models (and meta-models) must be kept consistent. And thirdly, the design of models is restricted by the limited mental capabilities of the minds of the model users. CIO concerns must consequently be easy to extract from the Enterprise Architecture models. Key words: Enterprise Architecture, Enterprise System, Chief Information Officer (CIO), Information Technology (IT) Management, Architectural Theory, Electric Power Industry

As organizations are getting more dependent on the use of technologies, it is essential to identify the shape of organization’s digital leaders in order to adapt rapidly into the opportunities of digital transformation and remain competitive. However, there might be gap for leaders in managing this digital trend. This creates a research opportunity to learn about the requirements of leaders in creating new leadership at this digital age. Extant literatures have provided the drivers or determinants of digital transformation, which are customer knowledge, leadership style and contextual factors of organizations. The CIOs, CDOs, and CMOs are the essential candidates in leading digital of an organization. In this paper, the roles and responsibilities of CIO, CDO, and CMO would be examined and the gap occurred between existing capabilities of leaders and new digital leadership will be analyzed.

[pt] Este trabalho pretende aprofundar o entendimento do papel da liderança da área de Tecnologia de Informação (TI) na construção do alinhamento com o Negócio, uma vez que esse alinhamento é considerado um dos principais caminhos para que TI assuma um papel mais estratégico nas empresas e possa ser vista como fonte de vantagem competitiva. Para tal, foi realizada uma pesquisa qualitativa, baseada em entrevistas com 12 duplas de executivos, sendo um de TI e um par da Área de Negócios, de grandes empresas que atuam no Brasil em setores variados. Com base nas percepções e vivências desses executivos, o trabalho apresenta os papéis da liderança de TI para a promoção do alinhamento TI-Negócio, as estratégias utilizadas nesse processo e os fatores que, na visão desses executivos, influenciam no desempenho desses papéis pelos líderes de TI. / [en] This work aims to deepen the understanding of the role of the leaders of the Information Technology (IT) Department in the construction of Business-IT alignment, since this alignment is considered to be one of the most effective ways for IT to take a more strategic role in the company, becoming acknowledged as source of competitive advantage. For that, a qualitative research was conducted, based on interviews with 12 pears of executives, one from IT and the other from a Business Department, of large companies operating in different segments in Brazil. Based on the perceptions and experiences of the these executives, the paper presents the roles of IT leadership in order to promote Business-IT alignment, strategies used in this process and factors that, in the opinion of these executives, influence the performance of these roles by IT leaders.

Rollen som CIO är komplicerad och i ständig förändring. Rollinnehavaren ska förändra och förbättra organisationen samtidigt som CIO-rollen skapades utifrån ett behov av att erhålla en överblick och kunskap om vilka effekter beslut får. I dagsläget ligger mycket fokus på att CIO-rollen ska bidra med ökat värde till organisationen. Det finns dock ingen tydlig definition av vad CIO-rollen närmare innebär, grundat i specifik organisation kan rollens syfte variera. Avsaknad av en generell definition och konsensus av vad CIO-rollen innebär leder till att det är problematiskt att utvärdera rollen och hur väl den fungerar inom en organisation. Med denna studie ämnar vi påbörja arbetet med att tydliggöra CIO-rollen genom att identifiera kunskapsområden som är knutna till rollen. Dessa identifieras teoretiskt och studeras sedan empiriskt för att sättas i ett verklighetsperspektiv. Vi identifierar även utmaningar, saker att vidare studera som avser att underlätta det praktiska arbetet alternativt områden som kan bidra till att rollen blir tydligare. Vår kvalitativa fallstudie kring CIO-rollen består empiriskt av tre intervjuer. I vår analys studerar vi respektive kunskapsområden, det genom att studera den teoretiska CIO:n gentemot insamlad empirisk data. Vårt resultat är sex teoretiska kunskapsområden kopplade till CIO-rollen. Av de sex teoretiska kunskapsområdena har vi valt exkludera ett kunskapsområde. Det då vi empiriskt har identifierat att kunskapsområdet konkurrensfördelskunnande inte är relevant, då i huvudsak baserat på att våra intervjuobjekt verkar inom offentlig sektor. Vi kan utifrån vår analys dra slutsatsen att kunskapsområdet konkurrensfördelskunnande inte är ett viktigt område för CIO:er inom offentlig sektor. De områden som bekräftas relevanta är; ledarskapskunnande, verksamhetskunnande, strategiskt kunnande, kommunikativt kunnande samt IT-kunnande. Utmaningar vi har identifierat som är i behov av vidare studier är exempelvis vilka effekter ger en uppdelning av CIO-rollen samt hur påverkar uttalade förväntningar CIO-rollen. De utmaningar vi identifierat i studien anser vi behöver studeras mer för att bidra till att tydliggöra rollen. / The CIO role is complicated and constantly changing. The role holder must transform and improve the organization whilst the CIO-role was created out of a need to obtain an overview and understanding of the effects decisions gets. The CIO-role is today very focused on how the role will provide increased value to the organization. However, there is no clear definition of what the CIO-role is designed to aim for resulting in variance between the goal with and reason behind CIO:s in today’s organizations. The lack of a general definition and a consensus of what the CIO-role mean leads to a problematic task to evaluate the role and how well it functions within an organization. This study intends to begin the work on clarifying the CIO-role, this by identifying knowledge areas related to the role. These are identified theoretically and then studied empirically to be viewed in a reality perspective. We do also identify challenges, which is areas that need further research, designed to facilitate the practical work or alternately areas that can contribute to the role becoming more clear. Our qualitative case study about the CIO-role consists of three empirical interviews. We study respective knowledge areas in our analysis, this by studying the theoretical CIO against the collected empirical data. Our result is six theoretical knowledge areas related to the CIO-role. Of the six theoretical knowledge areas, we have chosen to exclude one. This when we empirically identified that the knowledge area competitive advantages is irrelevant, mainly based on that our respondents is working in the public sector. We can based on our analysis conclude that the knowledge area competitive advantages is not a key area for CIO:s in the public sector. The areas that we confirm as relevant are: leadership knowledge, business knowledge, strategic knowledge, communicative knowledge and IT knowledge. Challenges we have identified as in need of further research includes for example, the effects of giving a breakdown of the CIO-role and the impact of articulated expectations on the CIO-role. The challenges we have identified in the study are in need of further research in order to help clarify the role.

Although empirical research has shown that a clearly defined information system (IS) strategy has a positive impact to a firm’s performance and a poorly defined IS strategy has a negative impact to a firms’ performance, firms still develop poorly defined IS strategies. Further compounding the problem, research has revealed that 87% of the business executives believe information systems are a critical enabler to their firms' strategic realization, yet only 33% of business executives involve the Chief Information Officer (CIO) in their firm’s business strategy development. The main goal of this research study is to empirically identify factors which impact development of an IS strategy. This research analyzed the relationship of factors which included organizational mindfulness, CIO and senior management team relationship, and CIO capability to the firm’s level of IS strategy definition. A total of 80 senior leaders completed a web-based survey instrument containing previously validated and refined questions. The questions were answered using a five-point Likert scale. The survey results were analyzed using statistical methods including Pearson’s Correlation, Cronbach’s alpha and linear regression. The statistical results revealed that the factors accounted for 50% of the variance in the level of information system strategy definition. Further, this research study identified five variables which include CIO knowledge of the business, communication ability, informal interaction, trust, and top management support that potentially predict the levels of IS strategy definition. Six variables which include openness, extraversion, political savvy, Top Management Team (TMT) knowledge of IS, formal interaction and reluctance to simplify interpretations were not identified as potential predictors of levels of IS strategy definition. This research study discusses the methodology; data collection and analysis; results of the three research questions and overarching question; and the conclusions, implications, and recommendations. Several future studies are required to provide additional qualitative and quantities findings to better understand the results of this study.

<p dir="ltr">Historically, CIOs have struggled to realize IT investment values and planning involved. In the IT industry, these issues have become a critical C-level topic (Haffke, 2016). Since the establishment of the position of the State Chief Information Officer (CIO), CIO roles have expanded and evolved tremendously as new modern technologies became a part of organization’s information technology (IT) enterprise infrastructure. Multiple State CIOs struggled with modern IT technologies, but successfully completed projects to meet customer business needs and requirements and furthermore, IT investments involved an arduous effort to prepare, execute, complete, and assess for return on investment (ROI) and value realization (NASCIO, 2021). During the COVID-19 pandemic, implementation of remote collaboration technology allowed the workforce to perform at remote locations to prevent spread of the virus. Academic research on the topic of State CIO’s involvement in IT strategic planning is limited and yields scarce search results compared to other subject areas. State CIOs’ involvement in IT strategic planning was further researched for enabling remote collaboration for the new remote workforce. Scholarly databases and more than 100 various sources of articles were reviewed for search results that addressed the problem and purpose of this research.<b> </b>Grounded theory research, data triangulation, and Computer-Assisted Qualitative Data Analysis software (CAQDAS) were used to analyze the resulting articles. The research deliverables included a document analysis of State CIO involvement in IT strategic planning to enable remote collaboration. There were significant involvements of State CIOs in IT strategic planning to enable remote collaboration during the COVID-19 pandemic across the analyses. This study developed a course of actions (COAs) for State CIOs, and recommendations for future research.</p>