The dynamics of CIO derailment: How CIOs come undone and how to avoid it

Anthony B. Gerth and Joe Peppard

Business Horizons, 2016, vol. 59, issue 1, 61-70

Abstract: With information technology (IT) becoming ever more ubiquitous and pervasive, the resulting deluge of data is driving a wave of digital disruption. No industry, it seems, is immune, and business performance is increasingly dependent on the effective use of IT and investments in technology that generate real business benefits. Yet research continues to report that most of these investments don’t pay off as expected. Blame for such scenarios is normally placed at the feet of the Chief Information Officer (CIO). Some commentators have even suggested that it is now time to replace the CIO role with that of CDO (Chief Digital Officer). This line of thinking ignores the inherent organizational dynamics that lead to the derailment of the executive in charge of IT; merely changing the job title won’t fix the problem. This article uses research conducted over the course of 8 years to illuminate reasons why CIO leaders are derailed, and what they and the CEO can do to avoid this outcome. Causes of derailment are presented in detail, and prescriptive advice is given for CIOs and CEOs alike regarding how to address causes of executive failure in leading the digital transformation of organizations.

Keywords: Chief Information Officer; Chief Digital Officer; Digitization; Executive derailment; CIO turnover; CIO success; Digital leadership; Digital transformation (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (13)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:bushor:v:59:y:2016:i:1:p:61-70

DOI: 10.1016/j.bushor.2015.09.001

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