Illustration Of An Exam Template

Illustration Of An Exam Template

Discussion 1 (so forth) Reference: In APA Citation: In APA Major theme of the essay This is an abstract. Arguments used to support this theme This is a summary of the selected reading. Ideas that support the problem under review This identifies ideas from the summary that specifically address the problem.

It will be redundant from the summary, just focused/concise. Discussion of the problem This is your analysis placing this article within the context of the problem under review. Now do the same for the next three. Use articles from the library, or through an Internet search. A few are computerworld.com; cio.com; informationweek.com; & imm.arma.org. There are others. How long? Depends on the original. Strive to perfect your understanding of the authors’ intent and argument. This exam provides an opportunity for you to place your understanding within the context of the discussion problem.

Illustration of an exam Discussion 1 Reference: Arandjelovic, P. (2015, February). Why CIOs should be business-strategy partners. McKinsey & Company. Retrieved from insights/why-cios-should-be-business-strategy-partners Citation: (Arandjelovic, 2015) Major theme of the essay Executives report that IT performance and business tasks improve if CIOs play an active role in business strategy (Arandjelovic, 2015). In addition, when CIOs don’t play that active role, view of IT within the business can suffer greatly.

Arguments used to support this theme Study of over 350 firms by McKinsey & Company. A survey found that executives are not satisfied with almost all parts of IT, from IT infrastructure to IT governance, let alone introducing innovative technologies to drive new business opportunities. Moreover, the survey found significant misaligned priorities between IT executives and non-IT executives. For example, when determining what they believe to be their current IT’s priorities are at their own organization, 43% of IT executives listed reducing IT costs while only 18% of non-IT executives thought the same was a priority (Ibid.). The good news is that at those firms where the CIO is more involved and active in business strategy the same survey among non-IT and IT executives showed completely effective or very effective IT organizations in a number processes.

For example, delivering new projects or enhancements on time and within budget showed that 72% of non-IT executives believed the process was completely or very effective. For managing IT infrastructure, 93% of IT executives believed the process was completely or very effective (Ibid.). So, although there is widespread unhappiness around most of the IT performance within those surveyed as well as misaligned priorities, there was however widespread agreement on two priorities for the future - the importance of data analytics and the recruitment and cultivation of IT talent.

Ideas that support the problem under review If the CIO ‘hunkers down’ inside a siloed department then the business will suffer, along with the view internally of the IT department. The CIO should not only be the ambassador for the IT department, but also an active partner in the business, no different than the CFO, COO, or Director of Marketing. When that happens, IT performance and business both improve. Discussion of the problem and how this article supports that analysis For the CIO to be valued as a strategic actor, he or she must ‘act’ like one, getting his or her hands dirty more with the day-to-day of the business rather than the day-to-day operations of the IT department. In business, the CIO can empower his or her systems administrators with project management, so the CIO can work with the CFO on that idea to increase revenue. In K-12 or higher education, assign an enterprising tech employee to oversee the Helpdesk day-to-day so that the CIO can work with the Curriculum Director on finding digital educational resources and how they will be deployed out to staff with the proper professional development necessary for success.

Paper For Above instruction

The importance of strategic alignment between Chief Information Officers (CIOs) and business strategies has been increasingly emphasized in recent years. As organizations undergo digital transformations, the role of the CIO extends beyond managing IT infrastructure to becoming a pivotal strategic partner that directly influences overall business outcomes. This paper examines the critical importance of CIOs actively engaging in business strategy to enhance organizational performance, supported by scholarly insights and industry reports.

Major theme of the essay

The central theme of this analysis underscores that CIOs who actively participate in formulating and executing business strategy significantly improve both IT performance and overall organizational success. According to Arandjelovic (2015), when CIOs align themselves with business objectives, they can effectively leverage technology to drive growth, innovation, and competitive advantage. Conversely, CIOs who operate in siloed capacities risk alienating themselves from core business processes, leading to subpar IT performance and diminished organizational perception. The strategic collaboration between CIOs and other executive leaders is therefore not merely beneficial but essential in contemporary corporate landscapes.

Arguments used to support this theme

Empirical research supports the argument that active CIO engagement in business strategy correlates with higher IT effectiveness and organizational satisfaction. A study by McKinsey & Company (Arandjelovic, 2015) involving over 350 firms revealed that organizations with CIOs participating in strategic decisions exhibited notably better outcomes in project delivery, infrastructure management, and innovation initiatives. For instance, 72% of non-IT executives believed that project delivery was completely or very effective in firms where CIOs played a strategic role, compared to lower satisfaction in organizations where CIOs maintained traditional operational roles. Similarly, 93% of IT leaders expressed confidence in the effectiveness of infrastructure management when they engaged deeply in business planning processes.

This alignment also facilitates the prioritization of emerging technologies such as data analytics and talent development—areas identified as future imperatives. The survey indicated that organizations where CIOs integrated with business strategies viewed these priorities as critical for future growth, underscoring the strategic necessity of CIO involvement.

Ideas that support the problem under review

Several ideas reinforce the need for strategic CIO involvement. Firstly, siloed operations undermine IT’s potential to contribute significantly to business goals. When CIOs focus solely on internal IT functions without engaging in strategic discussions, organizations risk misaligned priorities and missed opportunities. Secondly, fostering a culture of collaboration ensures that IT resources effectively support business objectives, such as revenue growth or digital innovation. Thirdly, empowering systems administrators with project management responsibilities can free the CIO to engage more directly with business units, thus acting as a true partner rather than a mere service provider.

Discussion of the problem and how this article supports that analysis

The core problem lies in the perception and actual role of the CIO within organizations. Historically viewed as solely responsible for IT infrastructure, many CIOs fail to establish strategic partnerships with other executives, causing IT investments to be misaligned with corporate priorities. This disconnect hampers organizational agility and innovation. The article by Arandjelovic (2015) exemplifies this problem, illustrating that organizations with CIOs actively involved in strategic decision-making experience higher performance levels and greater executive satisfaction.

To support this perspective, the article details a survey indicating that firms where CIOs participate in strategic planning enjoy more effective project delivery, better infrastructure management, and future-focused priorities like data analytics and talent development. This indicates that strategic CIO engagement is not just advantageous but necessary for competitively positioning an organization in an increasingly digital economy. The analysis reveals that empowering CIOs to engage actively with business leaders fosters a collaborative environment that enhances innovation, operational efficiency, and organizational resilience.

References

  • Arandjelovic, P. (2015, February). Why CIOs should be business-strategy partners. McKinsey & Company. Retrieved from insights/why-cios-should-be-business-strategy-partners
  • Bendor-Samuel, P. (2016, February 18). The voice of the customer is dead. Retrieved from customer-is-dead.html
  • Beach, G. (2007, June 26). The Future Leadership Strategy of the CIO. Retrieved from future-leadership-strategy-of-the-cio.html
  • Cottey, P. (2015, May 12). Strategies for maintaining IT leadership success. Retrieved from here-will-not-keep-you-here.html
  • Griffin, M. (2015, May 22). The innovative CIO. Retrieved from
  • Hartung, A. (2015, September 29). Today's CIO is in a great position to be a future CEO. Retrieved from cio-is-in-a-great-position-to-be-a-future-ceo.html
  • Muse, D. (2015, January 12). CIOs Discuss How They Convey IT Value to the Business. Retrieved from discuss-how-they-convey-it-value-to-the-business.html
  • Muse, D. (2015, March 27). CIOs discuss how they nurture IT talent. Retrieved from nurture-it-talent.html
  • Tamminen, T. (2011, February 11). Companies Managing Their Carbon Footprint: Winners and Losers. Retrieved from carbon-footprint-winners-and-losers
  • Waters, J. (2007, March 15). Virtualization Definition and Solutions. Retrieved from definition-and-solutions.html

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