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By C. F. Manski

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You need to know your industry and your competitive environment and be able to engage key decision makers and stakeholders on their terms. Create a vision for how IT will build your organization’s success. As CIO, your enterprise knowledge then must be matched with the ability to envision how to better IT-enable your business or agency. This is why you are CIO and not some other executive position or a midlevel IS manager—you must have a vision for achieving your colleagues’ business goals using technology.

Jeff Sampler (previously London Business School, now Templeton College, University of Oxford), Dr. Mani Subramani (Carlson School of Management, University of Minnesota), and Professor Mike Vitale (AGSM, Sydney). Among many Gartner research analysts and consultants, we particularly thank Audrey Apfel, Jackie Fenn, David Flint, Chris Ganly, Rob Gout, Mike Gerrard, Bob Hayward, Nick Jones, Andy Kyte, Al Lill, John Mahoney, Ken McGee, Simon Mingay, Diane Morello, Daryl Plummer, John Roberts, and Michael Smart.

The questions are not intended to be comprehensive but are meant to serve as an easy-to-use guide to connect what we talk about to your present situation and help you “operationalize” what you read. The greatest use of the exercise will probably be found in filling out the assessment today and then again six months after you have read the book to see how things have changed. With that said, please read on. Our passion is helping CIOs become the enterprise leaders they can, should, and need to be.

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