Chief Information Officer

The change in IT networks in the recent years has changed the role, definition and the scope of skills and responsibilities of a CISO. This paper provides an overview of the changing environments and the current state of a CISO. The paper presents the first 90 days plan of a CISO crucial to determine the success of a new CISO at the organization. The 90 days plan consists of five phases: Preparation, Assessment, Planning, Execution and Measurement. Each phase includes multiple steps and recommends a set of actions a CISO may perform. It is recommended that the five phases plan is the minimum requirement to achieve success in the position of a CISO today.

Organizations’ internal publics, which generally comprises two categories of personnel, namely management staff and employees constitute some of the key elements that contribute toward realizing the goals and objectives of the organization. However, unlike non-academic organizations, institutions of higher (academic) learning have two additional categories of internal publics — academic staff and students. This makes such institutions a bit unique. Public relations (PR) as a management function and tool is utilized by the management between itself and all categories of internal publics to facilitate smooth information dissemination and communication for enhanced job performance. Hence, a unique type of PR practice capable of addressing the characteristic needs of the academic staff (who are directly involved with the students) in addition to those of the non-academic staff will be required. A critically review of extant literature surrounding the impacts of the practice of PR on job...

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The process of designing information technology strategy plan (ITSP) in this research is using the research methodology Mixed Methods Approaches by the scope of the research framework on the COBIT framework V.4.1 in Domain Plan and Organize, with the approach in the IT Process PO1-Define a Strategic IT Plan with coverage Detailed Control Objectives, on the activity PO1.1 IT Value Management, PO1.2 Business - IT Alignment, PO1.3 Assessment of Current Capability and Performance, and PO1.4IT Strategic Plan. As a major research framework, COBIT V.4.1 able to limit the scope of the problems in this research, and can perform transcription analysis on the various theories and frameworks that relate to the design of IT organizations. Research produces 4 outputs consisting of; identification between sustainability goals with the objectives of the IT institutions, identify the value of IT management, to get an assessment of current capability and performance, and the IT strategy plan.

The design is divided into seven discussions, namely the following; institutes goals in the context of IT in the ITB, IT leads to ITB, information architecture, application architecture, infrastructure architecture, organizational architecture, and IT Roadmap development. Classification of services in the main IT ITSP consists of Teaching and Learning Services, Academic Administration Services, Research and Expertise Service, Human Resource Development Service, Organizations Management Service, Service and Support. Discussion of the organization strategies focus on the IT Management Unit in the ITB. IT Architecture in the ITSP is divided into 4 main categories, namely information, applications, organizational, and infrastructure. The others discussion is about IT planning related with institutes business goals context, on investment and related development of IT Roadmap achievement in ITB.

Keyword: CIO, COBIT V.4.1, CSF, ITSP, McFarlan, Webometric, WCU

Organizations’ internal publics, which generally comprises two categories of personnel,
namely management staff and employees constitute some of the key elements that
contribute toward realizing the goals and objectives of the organization. However,
unlike non-academic organizations, institutions of higher (academic) learning have
two additional categories of internal publics — academic staff and students. This makes
such institutions a bit unique. Public relations (PR) as a management function and
tool is utilized by the management between itself and all categories of internal publics
to facilitate smooth information dissemination and communication for enhanced job
performance. Hence, a unique type of PR practice capable of addressing the characteristic
needs of the academic staff (who are directly involved with the students) in addition to
those of the non-academic staff will be required. A critically review of extant literature
surrounding the impacts of the practice of PR on job performance among employees
of Nigerian institutions of higher learning was performed. Additionally, critical
intra-organizational PR media capable of addressing the characteristic and specific
needs of the overall and specific internal publics were underscored and some policy
recommendations offered. This article concludes that effective PR (a PR practice that
addresses both the comprehensive and specific needs of the various classifications of
internal publics) enhances job performance and productivity.

Information system (IS) leadership is a critical area for many organizations because of their increasing dependence on ISs both for operational stability and for enablement of process innovation and business strategy. IS Leadership is distinctive from leadership in general because the Chief Information Officer (CIO) is expected to combine IS technical skills with an in-depth understanding of the organization across all functions from operational to strategic. Thus, unique leadership challenges arise due to the technology/business interface. The breadth of the IS Leadership role implies that IS Leadership research needs to cover a wide range of topics concerning the role and characteristics of the CIO, the CIO's interface with the top management team, and the CIO's organizational impact. This essay discusses the distinctive aspects of IS Leadership, identifies the dominant themes in prior IS Leadership research,and introduces five papers on IS Leadership in this issue.

The computer systems of government agencies are notoriously complex. New technologies are piled on older technologies, creating layers that call to mind an archaeological dig. Obsolete programming languages and closed mainframe designs offer barriers to integration with other agency systems. Worldwide, these unwieldy systems waste billions of dollars, keep citizens from receiving services, and even -- as seen in interoperability failures on 9/11 and during Hurricane Katrina -- cost lives. In this book, Alon Peled offers a groundbreaking approach for enabling information sharing among public sector agencies: using selective incentives to "nudge" agencies to exchange information assets. Peled proposes the establishment of a Public Sector Information Exchange (PSIE), through which agencies would trade information.

After describing public sector information sharing failures and the advantages of incentivized sharing, Peled examines the U.S. Open Data program, and the gap between its rhetoric and results. He offers examples of creative public sector information sharing in the United States, Australia, Brazil, the Netherlands, and Iceland. Peled argues that information is a contested commodity, and draws lessons from the trade histories of other contested commodities -- including cadavers for anatomical dissection in nineteenth-century Britain. He explains how agencies can exchange information as a contested commodity through a PSIE program tailored to an individual country's needs, and he describes the legal, economic, and technical foundations of such a program. Touching on issues from data ownership to freedom of information, Peled offers pragmatic advice to politicians, bureaucrats, technologists, and citizens for revitalizing critical information flows.

The development of regional and sub-regional "coastal ocean observing systems" under the national NOAA Integrated Ocean Observing System (IOOS) initiative has provided opportunities for increased access to meteorological and oceanographic data. One of the most efficient ways for coastal ocean observing systems to disseminate marine information to the public is via partnerships with local NOAA National Weather Service (NWS) Weather

BACKGROUND: The COVID-19 pandemic has resulted in increased sedentary behaviour and poorer health among office workers. Exergaming is a technology-driven mode of exercise that can improve health while physically distancing. OBJECTIVE: The purpose of this commentary was to explain the benefits of exergaming on physical function, psychological health, and cognition among office workers. RESULTS: Exergaming improves these health outcomes, reduces pain, and decreases the risk for chronic disease. It is easily accessible on smart devices and can be performed both indoors and outdoors. CONCLUSIONS: Twenty-one minutes of exergaming per day can improve health outcomes and reduce the risk of pain and disease. Employers and policy-makers should consider promoting exergaming among office workers.

This paper presents a comparative study of the Chief Information Officer (CIO) role, responsibilities, profile and the IT impact in five leading multinational corporations (MNCs) in Sweden. The first part of the paper comprehends a research review regarding the CIO role ...

Marco Tagliavini Università Cattaneo – LIUC C.so Matteotti 22, Castellanza Varese - Italy Phone: +39 331 572226, Fax: +39 331 572320 mtagliavini@liuc.it ... Jennifer Moro Università Cattaneo – LIUC C.so Matteotti 22, Castellanza Varese - Italy Phone: +39 331 572226, ...

IT has become a core capability and increasingly defines a company’s ability to compete in today’s competitive environment. It is no longer sufficient to simply have good products and services; nowadays organisations must also sense and respond to new and existing opportunities and threats. To achieve this, an understanding of existing and required IT capabilities is vital because IT capabilities will form the basis of the organisations advantage. The Capability Improvement Process (CIP) has been developed as a management tool to help organisations leverage IT-CMF to  identify, assess  manage and improve its core IT capabilities for improved business value. Understanding the maturity of the various IT capabilities enables decisions to be made on where to invest important or critical resources based on the company’s current and future strategic objectives whether they be transformation or continuous improvement related.

The gap in understanding between the Chief Information Officer (CIO) and the top management team (TMT) has often been cited as a cause of a troubled CIO/TMT relationship. Recent research has proposed the development of a shared understanding about the role of information systems (IS) in the organization as a key endeavor in bridging the "gap in understanding" between CIOs and TMT members. The authors propose a variety of knowledge exchange mechanisms, as well as relational similarity as key mechanisms for the development of this shared understanding. This study examines the cross-cultural efficacy of such mechanisms. Specifically, the study compares the development of this shared understanding between ClOs and the TMT in U.S. and French organizations. The research model is empirically tested using structural equation modeling via a field survey with two data samples: 1) 163 U.S. CIOs and 2) 44 French ClOs. The results show both similarities and differences in these mechanisms. Specifically, in both samples, CIO educational mechanisms impact the development of a shared understanding. However, while in the French sample social systems of knowing are key mechanisms, in the U.S. sample structural systems of knowing and relational similarity are key mechanisms of achieving a shared understanding between the CIO and TMT.

En los últimos años, se han difundido globalmente numerosos "benchmarks" de gobierno electrónico, con rankings de países y comentarios de buenas prácticas y lecciones aprendidas. Aunque no todos esos "benchmarks" han tenido en cuenta a los países de América Latina, aquellos que sí lo han hecho coinciden en sus consideraciones acerca del lento desarrollo del gobierno electrónico en la región.
Así, sin perjuicio de que, en su conjunto, los países hayan ido avanzando posiciones, aún puede verificarse cierto rezago de la región con respecto a otras latitudes geográficas. Esta realidad no es consecuencia de una eventual inactividad de los países de la región en materia de gobierno electrónico. De hecho, se han concretado numerosas iniciativas, si bien sólo algunas de ellas han logrado resultados relevantes.
¿Qué factores condicionan el éxito en el desarrollo del gobierno electrónico en América Latina? Varios autores han hecho referencia al impacto de una pobre infraestructura de telecomunicaciones, así como de la insuficiencia de capital financiero y humano, sobre los resultados de los programas en este ámbito. Por nuestra parte creemos que considerar únicamente esas tres variables supone adoptar una perspectiva relativamente reduccionista. En esta ponencia procuramos poner de manifiesto la existencia de otros factores de carácter más estructural, lo que supone incorporar al análisis un enfoque institucionalista que parte de la premisa de que la adopción de las tecnologías en el sector público es un proceso complejo cuyo éxito o fracaso está sometido al contexto institucional en el que tiene lugar.
Nuestro objetivo final es analizar la realidad a la que debe enfrentarse el CIO en la región y dejar constancia de algunos de los retos que debe superar, lo que -desde nuestra perspectiva- condiciona el rol que debe asumir en el diseño e implantación de iniciativas de gobierno electrónico conducentes a una transición hacia el paradigma del gobierno abierto.

The phenomenon “productivity paradox” indicates that investment in information technology is not positively associated with financial performance. However, there have been debates as to whether this phenomenon is actually valid or not. In this study, we explore the different roles of IT for increasing productivity in manufacturing and service industries using the data mining method called Weka (Waikato Environment for

Due to the high volatility in the field of information technology (IT) and the rapid technological advancements, all IT professionals constantly have to be able to evaluate trends and put them into context. This is especially true for those who fulfill the role of a company’s chief information officer (CIO). But if there is a gap between the required set of skills and those needed, training becomes necessary. In order to plan training programs, one has to know the skill set of current CIOs. We investigate this by conducting workshops with 21 CIOs from a diverse set of companies. The purpose of this paper is to better understand the skill items of CIOs and how they interrelate.

Information system (IS) leadership is a critical area for many organizations because of their increasing dependence on ISs both for operational stability and for enablement of process innovation and business strategy. IS Leadership is distinctive from leadership in general because the Chief Information Officer (CIO) is expected to combine IS technical skills with an in-depth understanding of the organization across all functions from operational to strategic. Thus, unique leadership challenges arise due to the technology/ ...