Cover -- Title Page -- Copyright -- Contents -- Foreword -- Preface -- Acknowledgments -- Chapter 1 The CIO Dilemma -- Business Integration -- Security -- Data Analytics -- Legal Exposure -- Cost Containment -- Some History -- The Challenge -- The New Paradigm -- Consumerization of Technology: The Next Paradigm Shift -- The End of Planning -- The CIO in the Organizational Context -- The CIO and Organizational Structure -- IT's Role in Business Strategy -- Ways of Evaluating IT -- Executive Knowledge and Management of IT -- IT: A View from the CEO -- Chapter 2 IT Drivers and Supporters -- Drivers and Supporters -- Drivers: A Closer Look from the CIO -- Supporters: Managing with Efficiency -- IT: A Driver or a Supporter? -- Technological Dynamism -- Responsive Organizational Dynamism -- Strategic Integration -- Cultural Assimilation -- IT Organization Communications with ``Others'' -- Movement of Traditional IT Staff -- Technology Business Cycle -- Feasibility -- Measurement -- Planning -- Implementation -- Evolution -- Information Technology Roles and Responsibilities -- Conclusion -- Notes -- Chapter 3 The Strategic Advocacy Mindset -- What Is Strategic Advocacy? -- A Political Economy Framework for Contextualizing Strategic Advocacy -- Strategic Thinking: A Particular Kind of Mindset -- Engaging in Dialogic Processes -- Reasoning through Analogies -- Scenario Learning -- Political Savvy as the Underpinning of Effective Strategic Advocacy -- Mapping the Political Territory -- Assessing the Trust/Agreement Matrix -- Linking Agendas -- Utilizing Currencies -- Following the Credibility Path -- Developing Social Capital through Networks and Coalitions -- Conclusion -- Notes -- Chapter 4 Real-World Case Studies -- BP: Dana Deasy, Global CIO.

Merck & Co.: Chris Scalet, Senior Vice President and CIO -- Covance: John Repko, CIO -- Cushman & Wakefield: Craig Cuyar, CIO -- Prudential: Barbara Koster, SVP and CIO -- Procter & Gamble: Filippo Passerini, Group President and CIO -- Cushman & Wakefield: A View from Another Perspective -- The CFO -- Human Resources -- Conclusion -- Personal Attributes -- Organization Philosophy -- Chapter 5 Patterns of a Strategically Effective CIO -- Personal Attributes -- 1. Push Yourself Outside Your Professional Comfort Zone -- 2. Communication Skills Are at the Forefront of Leadership -- 3. Do Not Become Too Enamored with Politics -- 4. Do Not Shy Away from Tough Decisions -- 5. Get Used to Ambiguity -- 6. Take Risks -- 7. Lead without Authority -- 8. The Importance of Technical Skills Diminishes as You Approach the CIO Position -- 9. Have Pride of Ownership -- 10. Learn to Listen -- 11. Do Not Accept Mediocrity -- Organization Philosophy -- 1. Integration of IT Is a Fundamental Objective -- 2. CIOs Must Be Knowledgeable about the Business -- 3. Have a Road Map -- 4. Keep Your Pulse on Costs -- 5. Having a Seat at the Table Does Matter -- 6. Business Comes First -- 7. Expand the Role beyond Traditional IT -- 8. Have the Best People -- 9. Pay Attention to Big Data -- 10. Align with the Business -- 11. Drive Profitability -- 12. Use Benchmarks -- 13. React to the Dynamics of the Market -- Conclusion -- Notes -- Chapter 6 Lessons Learned and Best Practices -- Five Pillars to CIO SuccessemdashLessons Learned -- The CIO or Chief IT Executive -- The Langer Chief IT Executive Best Practices Arc -- Chief Executive Officer -- The CEO Best Practices Technology Arc -- Middle Management -- The Middle-Management Best Practices Technology Arc -- Conclusion -- Notes -- Chapter 7 Implications for Personal Development.

Rationale for a Self-Directed Learning Process of Personal Development -- Adopting a Developmental Action Inquiry Process for Both Strategic Insight and Mindset Awareness -- First-Person Inquiry -- Second-Person Inquiry -- Third-Person Inquiry -- Testing One's "Business'' Acumen -- Thinking Holistically in Terms of Situational Analysis and Synthesis of the Organization's Position -- Developing Strategic Mindsets within the Technology Function -- The Balanced Scorecard -- Conclusion -- Notes -- Chapter 8 The Non-IT CIO of the Future -- Driver-Side Responsibilities-New Automation -- Sales and Marketing -- Compliance -- Shared Services -- Equipment and Infrastructure -- Virtual Offices and Communications -- Talent Management Services -- Strategic Information -- New Innovations -- Security and Intelligence -- Business Process Integration -- Mobility -- Conclusion -- Notes -- Chapter 9 Conclusion: New Directions for the CIO of the Future -- Notes -- Bibliography -- About the Authors -- Index.