The Rapidly Evolving Role of the Information Technology Director

This article makes up Chapter 1 of the free, open access book titled, Information Systems: A Manager's Guide to Harnessing Technology, by John Gallaugher. Please ensure that you read the entire Chapter 1 of the book consisting of 3 parts (Part 1 Introduction; Part 2 Don’t Guess, Gather Data; and Part 3 Moving Forward).

Case Study Assignment KL Worldwide Enterprises Inc.: Putting Information Technology to Work Submitted by Mark Lemoine September 14th, 2012

Valacich, J., & Schneider, C. (2012).Information systems today: Managing in the digital world(5th ed.). Upper Saddle River, NJ: Pearson Education.

With any organization, rather it be civilian or military focused, there is a common element that resides; organizational competencies. These competencies is what makes any organization unique and identifies how they do the things they do, how relationships with institution division and external entities are developed and handled. With Information technology shifting from an administrative support tool to a strategic role within the organization, the question, or debate, is whether or not the planning and implementation of information technology, based on strategic goals, essentially share the same organizational competencies. This article will

The current business world is continually integrating technology into daily processes at a rapidly growing rate. The integration is having a major impact on the way that people within corporations accomplish their jobs and as such it is of significant interest as an area of study. The focus that was chosen was to attempt to gain an understanding of the issues and affects that new technology is having on a larger business via an interview with someone in either middle of upper management.

The Case for this module centers on an organization implementing a new computer-based information processing system. Thousands of organizations go through the same kind of process every day—you yourself may have been involved in one or more such "technology transformations." Despite this body of experience; the advice of thousands of consultants, researchers, and computer gurus; and the leverage of multibillion-dollar corporations such as Microsoft, Google, and Oracle; a large proportion of these

(ABSTRACT) This research project addresses the issues affecting information technology development and deployment. The issues represented in this study are addressed in the context of IT

The mini-case starts with “IT is a pain in the neck,” which is a wrong notion that most of the business managers have in an organization. The history of IT-business relationships in most of the organizations shows that there is a huge gap between both sides which is getting better over a period of time. Today, managers know the fact that it is the people, technology and information that realizes the value of a company and everytime IT cannot be blamed for everything. The days have gone when IT was looked at as the sole responsibility for a company’s growth or downfall. IT processes along with the

The emerging IT developments make big changes not only possible, but also increasingly necessary. IT has become a driving force for change, new innovation and new opportunities by offering powerful tools for furthering digitization of our work processes, services we offer, as well as creation of information products such as grey and other literature. The emerging new digital environment has the potential to impact all aspects of the way we do business, and the way we relate to our customers and the world around us. In order to meet expectations and benefit from this challenging opportunity, information managers need to be cognizant of new IT trends and the possibilities they offer in order to define the best strategies and action plans for their successful implementation in future.

The world is a rapidly changing canvas that visits a dynamic and turbulent environment on senior managers changing how Information Systems (IS) are used and needed in each organization. The power to collect, assess, and disseminate information is a valuable strategic resource that any organization can use to improve its competitive advantage. At the same time, technological advances are changing rapidly, thus requiring frequent updates in hardware and software as well as new competencies for IS professionals. As strategic managers face the challenges of optimizing the use of information systems, they are called to address a number of issues so they can make informed and effective

Randall L. Holley Director of Information Technology Randall Holley joined CCR in 2006, bringing almost three decades of experience in information technology. Mr. Holley led the deployment of CCR’s full electronic health record system, wall to wall wireless access and mobile computing in all centers, and the roll out of telemonitoring systems in two centers. Currently Randall is working on the implementation of a multi-factorial, individualized dashboard system to be utilized in the evaluation and management of all key company metrics and the use of wearable technology for physician consults in the company’s wound care management program. Mr. Holley received bachelor’s degrees in computer information science and mathematics from Elon University.

The Chief Information Officer (CIO) plays an important role in the creation and execution of an organization’s information technology infrastructure. Due to the establishment of the role, the range of influence on business has developed from a technical role to a job that has gradually focused more on business strategy (Rouse, 2015). Currently, the primary roles of a CIO are to oversee much of the day to day technical operation, monitor cost for IT assets as well as managing the technical staff. Conversely, a development is taking place as executive teams are identifying chances that can influence IT investments in care of business transformation. As a result, this is requires CIOs to have a higher level of power on how businesses change.

CHANGE is the only constant in the relationship between information systems and organizations. As technology evolves and changes, its introduction into organizations requires changes in the firm 's infrastructure and the services it can provide to its employees, customers, and suppliers.

Information Technology (IT): The hardware and software technologies a firm needs to achieve its business objectives (Kenneth C Laudon and Jane P Laudon., 2010).

This paper will discuss the processes and pitfalls faced by Information Technology managers in today’s world of business. Today’s IT managers need not only be savvy about existing equipment and upcoming technology; but must also understand the budget issues they face and how to properly address them. The IT manager is asked to look into a crystal ball and predict what products will be beneficial and which requirements can be cut from the budget. They must be able to differentiate between the new shiny fad and products that will be a true asset to the company’s visions and goals. An IT budget can no longer be a static number on the company’s finance sheet; it must be a clear vision of the department’s future spending while falling in line with the goals and expectations of the company.