The Chief Information Officer (CIO)

Outrigger hired a CIO in 1986 when other organizations were still struggling with what the role a CIO could play in its operations. The IT in Outrigger understands its importance in building a competitive advantage and has played a huge role in Outrigger’s success till date.

The IT manager of the company is managing all the activities about the information system and for this purpose he is directly connected all the sub offices and departments of the company. In other words, the IT manager is controlling all the procedures and activations from the head office of the company. He is the also responsible for planning and analysis of the information system of the company and the technical and human resource department is designing, implementing and maintaining the information system and other decisions of the company. In other words we can say that the IT manage is governing the information system in the company.

Similar to Cisco and Tektronix, the previous legacy CRM systems in Cigna were independent of each other and outdated. The CIO was keen to improve the efficiency of the business operation through IT and to consolidate the system plans through developing them internally. Cigna needed to move IT into the turnaround mode in order to meet customer and legal demands. As such, there was a need for an IT governance structure to ensure broad based, multi-level participation by all stakeholders in IT Governance (Rau, 2004), the selected roles and responsibilities within and external to IT & the relationship amongst these components. No such governance council was established in Cigna which would seem to have resulted in all IT related decisions falling onto the shoulders of the CIO without having additional support of other senior managers. In addition, without the IT council being in place, it did not seem to be asked as to whether or not the CIO had the experience to handle such a project. Based on the fact that she was an internal recruit, it is unlikely that she had previous experience as IT lead on such a project. There were unrealistic expectations placed on the IT department by senior management

Sometimes IT professionals are declined budget forcing them to deal efficiently with what they have. Therefore, they must follow the advice of Mr. Fawcett. There are three things he advises every CIO with:

For the IT Management area, I put a low level of risk assessment. For the information technology management, the company has a specific IT strategic plan, which is consistent with the Company’s strategic plan. In addition, based on the company’s organization cart, I found out the company have a clear reporting and response system. The responsibility for chief information officer clearly classified to four parts, application, operation, information security and database administration. Above all the key aspects we take a review about IT management, the company have a good internal controls for it. There is unlikely happen a risk in this area.

The CIO role in the company needs to be clearly identified along with accountabilities and objectives for him and his organization, including preventing security breaches.

Richter’s CIO is facing two major decisions – is the current IT structure appropriate to meet the growing demands of the overall organization and to what extent should IT at affiliates be centrally controlled.

The Chief Operations Officer (COO) and the Chief Executive Officer (CEO) are the responsible individuals, which must make the appropriate decisions in order to protect the company’s wealth. As the COO, responsibilities include supervision of the three different product lines that

Chief Information Officer (CIO) is a person who is in charge of all IT related operations in a company or an organisation. They deal with various aspect of IT as well as business of a company. The job role of a CIO has been adapting through out the last decade and continues to adapt. The main function of a CIO is to look over the business engagement, project delivery and service delivery.

Chief Information Officer (CIO) or Information Technology (IT) Director, is a job title commonly given to the most senior executives responsible for the information technology and computer systems that support enterprise goals. Generally, the CIO reports to the chief executive officer, chief operating officer or chief financial officer. To succeed today, the CIO needs a very unique skill set. Being a CTO requires public speaking and leadership skills, and well-grounded in technology.

Additionally, the information regarding CIOS changing with some measure of ordinariness exhibits that a feasible CIO has not been put set up, it has all the earmarks of being as they are all things considered exorbitantly particular and not able to see the timberland through the tress the degree that taking apart with the business. Though the structure themself is a limitation of IT, the way that persons who are both IT and commercial cunning have not remained put into executive positions is a decreasing level of the business adjacent of association. CITATION Luc13 \l 1033 (Lucasdebartolo, 2013)Recommended plan for Savvy Store program

Information technology touches almost every aspect of modern human life. It can help with diverse industries such as healthcare, petroleum and energy, finance etc. Information technology enables seamless integration and communication between businesses all over the world. To keep IT systems running smoothly, a large workforce is required to maintain networks, information security and software. With the constant innovation in IT, there is a plethora of varied jobs in this industry. The profiles ranges from being a software engineer, system analyst, business analyst, data analyst, risk analyst, project manager etc. It is one of the biggest industries employing more than a billion people across the world.

This paper examines the role of the Chief Information Officer (CIO) in an organisation, and how it is changing from technology and IT-specific to that of a strategist and business developer over the years and how this fits with the strategic business objectives of organisations, drawing from examples from different organisations in different sectors of the economy. It equally highlights the challenges facing CIOs in accomplishing these roles, thereby realigning the different roles of the management team. The paper concludes by recommending how to make the role of the CIO more

This case study talks about the importance of top managements care towards IT organization and that IT needs motivated leadership and outstanding performance from them as any other organizational segment. Feld & Stoddard in this paper talk about the discovery of a connection between the performance of a company and the IT organization with the underlining use of methodical approach to create great power from the information technology. Issue at hand here is the miscommunication between the upper management and the information technology members, which results in the lack of interest from the top management. The reason for this could be found in the language barrier between the IT crowd and the management crowd, as the way they do thing and

IT managers need a broad range of skills. They not only need the technical skills, but should also have strong business skills, experience with specific software or technology, as well as a background in consulting or business management. IT managers must possess strong interpersonal, communication, and leadership skills because they are required to interact not only with their staff, but also with other people inside and outside their organization. They also must possess team skills to work on group projects and other collaborative efforts. Computer and information systems managers increasingly interact with persons outside their organization, reflecting their emerging role as vital parts of their firm's executive team (Bureau of Labor Statistics, 2004-05).