Debating is not for stimulating conflicts, but for brainstorming better ways to do things.
The CIO’s Debates to Enforce IT Innovation
CIOs as “Chief Initiative Officer”: How to Take Initiatives on Change, Innovation, and Digital Transformation? In practice, the CIO role should transform from a reactive IT manager to a proactive digital leader; from a controller to a change agent Thus, the CIO as “Chief Initiative Officer” has become necessary or even imperative to manage strategic digital alignment and orchestration from concept to post-implementation of all initiatives from the C-level to the front lines, focus on changes and innovation. CIOs are also quite eager and enthusiastic to drive challenging transformation initiatives, to reinvent IT as the information hub and the business growth engine.
Can Money Buy Innovation? It is very important to recognize that innovation is an essential factor for a company success. Organizations need both: out of the box and in the box/core innovation; both breakthrough innovation and incremental and evolutionary innovation, how to accomplish this balance is a crucial issue for organizations. From innovation management perspective, what’re the resources and key success factors to lead innovation success, can money buy innovation?
Startup or Bellwether: Who are the Better innovators? Innovation is the light every business is pursuing, however, for most companies, innovation is more as serendipity, rather than a systematic business capability which can be built upon; in particular, startup business or industry bellwether, who are the better innovators?
Is IT at Cross-Road? IT organizations are facing significant transformation, perhaps crossroad is an appropriate word to articulate IT position since CIOs seem to fall into two camps. The first is the "utility" CIO who competently manages a complex technology infrastructure but is not on the "go to" list for implementing the strategy. The latter is "value" CIO who has delegated infrastructure management and well articulate how information and technology can accomplish the company strategic and tactical objectives. So what is next for CIOs beyond the crossroads? How can CIOs enable high performing organizations, and in return, their organization's leverage high-performing CIOs?
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