The Chief Information Officer: Past, Present, and Future

1995 ◽  
pp. 163-172
Author(s):  
Betsy S. Hersher
Keyword(s):  
Chief Information Officer

The Chief Information Officer and Chief Financial Officer Dyad in the Public Sector: How an Effective Relationship Impacts Individual Effectiveness and Strategic Alignment

2012 ◽  
Vol 27 (1) ◽  
pp. 261-281 ◽  
Author(s):  
Kurt Schobel ◽  
James S. Denford
Keyword(s):  
Strategic Alignment ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Chief Financial Officer ◽  
Firm Level ◽  
For Profit ◽  
Technology Governance ◽  
Information Technology Governance ◽  
Strategic Role ◽  
Knowledge Intensive

ABSTRACT Within the domain of Information Technology Governance (ITG), the study of Chief Information Officer (CIO) relationships has historically focused on the Chief Executive Officer (CEO) and the Top Management Team (TMT). Within knowledge-intensive, publicly funded, and not-for-profit organizations, the specific relationship between the CIO and the Chief Financial Officer (CFO) is a critical pairing, which impacts both individual effectiveness and strategic alignment. Findings from multiple case studies suggest that while the CIO and CFO pair are similar to other TMT relationships in many ways, their perceptions of the other's strategic role within the organization is a key differentiator that can lead to effective or adversarial relationships with individual and firm-level outcomes. The research model in this paper suggests that when the relationship is positive, both individual role effectiveness and strategic alignment improve.

scholarly journals Artificial Intelligence Sebagai Penggerak Industri 4.0 dan Tantangannya Bagi Sektor Pemerintah dan Swasta

2019 ◽  
Vol 10 (1) ◽  
pp. 68
Author(s):  
Reza Yogaswara
Keyword(s):  
Neural Network ◽  
Artificial Intelligence ◽  
Big Data ◽  
Deep Learning ◽  
Internet Of Things ◽  
Competitive Advantage ◽  
Smart City ◽  
Chief Information Officer ◽  
Deep Learning Neural Network

Artificial Intelligence (AI) atau kecerdasan buatan menjadi penggerak revolusi industri 4.0 yang menjanjikan banyak kemudahan bagi sektor pemerintah maupun industri. Internet of Things (IoT) dan big data contohnya dimana AI dapat diimplementasikan, teknologi yang telah banyak diadopsi di era industri 4.0 ini mampu menghubungkan setiap perangkat, seseorang dapat mengotomatisasi semua perangkat tanpa harus berada di lokasi, lebih dari itu, saat ini telah banyak mesin yang dapat menginterprestasi suatu kondisi atau kejadian tertentu dengan bantuan AI, sebagaimana telah kamera cerdas pendeteksi kepadatan volume kendaraan di jalan raya menggunakan teknologi Deep Learning Neural Network, yang telah diimplementasikan pada beberapa Pemerintah Daerah Kabupaten dan Kota dalam mendukung program Smart City yang telah dicanangkan. Pada sektor industri, banyak juga dari mereka yang telah mengotomatisasi mesin produksi dan manufaktur menggunakan robot dan Artificial Intelligence, sehingga Industri 4.0 akan meningkatkan daya saing melalui perangkat cerdas, setiap entitas yang mampu menguasai teknologi ini disitulah keunggulan kompetitifnya (competitive advantage). Namun ditengah perkembangan industri 4.0 yang cukup masif pemerintah harus bergerak cepat dalam mengadopsi platform ini, jika tidak, mereka akan menurunkan efisiensi proses bisnis untuk menjaga stabilitas layanan publik. Oleh sebab itu diperlukan keilmuan dan pemahaman yang benar bagi pemerintah dalam menghadapai era Industri 4.0, dimana Chief Information Officer (CIO) dapat mengambil peranan penting dalam memberikan dukungan yang didasari atas keilmuan mereka terkait tren teknologi industri 4.0, khususnya AI yang telah banyak diadopsi di berbagai sektor.

scholarly journals Assessing Impacts of 5th Generation (5G) Cellular Telecommunications on Internet of Things (IoT) Deployments

2020 ◽  
Vol 4 (2) ◽  
Author(s):  
Michael Love ◽  
Marwan Jamal
Keyword(s):  
Internet Of Things ◽  
Denial Of Service ◽  
Holistic Approach ◽  
Chief Information Officer ◽  
Superior Performance ◽  
Cellular Transport ◽  
Government Accountability ◽  
Business Services ◽  
High Bandwidth ◽  
The Internet Of Things

The Internet of Things (IoT) is emerging as a primary enabler of the transformation to digital business services in today’s economy. At the same time, 5th Generation (5G) cellular transport technology is emerging as a viable means to support IoT data requirements. Although 5G is still in its infancy, DoD leaders need to understand the impacts that 5G will have on IoT projects as there are several challenges involved with integrating 5G into IoT. In order to achieve the maximum benefits of high bandwidth, low latency and superior performance, an entirely new grid of cell sites and access units must be installed. A second challenge is with malware and intrusion attacks. 5G is an IP-based network technology that will expose 5G connected devices to common IP-based malware and intrusion risks such as denial-of-service (DOS and DDOS) and intrusion attacks. A third challenge is with standardized security and encryption of data from end-devices. The larger challenge with standardization involves interoperability. In order for 5G to work seamlessly across carriers with device agnostic hardware and compatible software, a holistic approach should be considered. Hardware compatibility will determine interoperability between sensors, platforms and gateways. In addition, software compatibility will be governed by 5G standards as well as industry partnerships. 5G standards are currently still being developed. Organizations, including the DoD Chief Information Officer and Government Accountability Office should specifically address implications of 5G cellular technology for IoT-related studies and use cases in the DoD.

scholarly journals Capturing Student Achievement and Learning Pathways at the University of Maryland, Baltimore County

2022 ◽  
pp. 396-417
Author(s):  
Sherri Nicole Braxton ◽  
Collin Sullivan ◽  
Laura A. Wyatt ◽  
Jalisa Monroe
Keyword(s):  
Information Technology ◽  
Chief Information Officer ◽  
Vice President ◽  
Baltimore County ◽  
University Of Maryland ◽  
Maryland Baltimore County ◽  
Learning Pathways ◽  
The University ◽  
Student Achievement And Learning ◽  
Digital Badging

In 2015, the University of Maryland, Baltimore County (UMBC) recognized the need to capture knowledge, skills, and abilities acquired by students in both co-curricular and curricular endeavors not being captured in any identifiable way. The Vice President of Information Technology and Chief Information Officer desired to document competencies gained by students in the variety of contexts on campus and to track student, faculty, and staff achievements in a way that would both benefit each individual while also supporting the mission of the institution. This vision led to the adoption of a digital badging initiative resulting in a scalable process for implementing new badges throughout the university community. UMBC's digital badging program became the springboard for the institution's entrance into the Comprehensive Learner Record (CLR) realm whose objective is to capture all credentials earned by students, whether they be awarded before, during, or following their tenure at the institution.

The Evolving Role of the Chief Information Officer (CIO)

2015 ◽  
pp. 207-232
Author(s):  
Brian Davis ◽  
Joe McDonagh
Keyword(s):  
Top Management Team ◽  
Chief Information Officer ◽  
Management Team ◽  
Top Management ◽  
Technological Environment ◽  
Manager Role ◽  
Is Management ◽  
Management Literature ◽  
Line Manager

The new role of CIO was created in the early 1980s, a time when organizations had just begun to recognize the strategic importance of IS. Prior to that, the most senior role in IS had been that of the IS Manager, a functional or line manager role with only limited involvement with top management. This new role was expected to work within the top management team to “bridge the gap” between the IS department and top management, to ensure the ongoing successful exploitation of IS across the organization. Today, it has been suggested that the role of CIO has now evolved to cover the need to also “bridge the gap” between the organization itself and its external IS technological environment. The purpose of this chapter is to review the IS management literature relating to the CIO in order to gain a greater understanding of the evolution of this role.

A Past to Present Journey

2015 ◽  
pp. 180-206
Author(s):  
Moyassar Al-Taie ◽  
Michael Lane ◽  
Aileen Cater-Steel
Keyword(s):  
Large Scale ◽  
Chief Information Officer ◽  
Supply Side ◽  
Demand Side ◽  
It Infrastructure ◽  
The Usa ◽  
Large Scale Survey ◽  
Infrastructure Services ◽  
Skilled Staff

This chapter explores the role of the Chief Information Officer (CIO). A detailed review of the existing literature traces the evolution of this role and highlights its characteristics and configurations. CIO role effectiveness can be described in terms of three demand-side roles: strategist, relationship architect, integrator, and three supply-side roles: educator, information steward, and utility provider. To explore the configuration of roles of CIOs in Australia, a large-scale survey of CIOs was conducted. The Australian results, based on 174 responses, are compared with those from similar studies in USA. The top priority for the Australian CIO was information steward, ensuring organizational data quality and security and recruiting and retaining IT skilled staff. In comparison, the first priority for the USA CIOs was utility provider - building and sustaining solid, dependable, and responsive IT infrastructure services. This study's findings have implications for CIO career development and recruitment.

Student Laptop Ownership Requirement and Centralization of Information Technology Services at a Large Public University

2011 ◽  
pp. 201-212 ◽  
Author(s):  
Gregory B. Newby
Keyword(s):  
Information Technology ◽  
Economies Of Scale ◽  
Cost Savings ◽  
Leading Edge ◽  
Chief Information Officer ◽  
Public University ◽  
General Purpose ◽  
Information Technology Services ◽  
Technology Services ◽  
The Cost

A large, highly ranked public university implemented a requirement for all incoming undergraduates to own a laptop computer starting in fall, 2000. To control increased expenditures for information technology, this requirement has shifted some of the cost of technology to students by decreasing the need for centralized general-purpose computing laboratories. At the same time, a shift towards centralized academic computing support occurred. This shift was away from information technology resources, services and support based in individual departments. This shift, engineered by the newly formed office of the Chief Information Officer (CIO), was envisioned to generate cost savings through economies of scale. The educational impact of the laptop requirement is starting to be felt, but adoption is not widespread in daily classroom use. Envisioned cost savings have not yet become apparent. However, laptop ownership has enabled some new classroom activities and helped to reinforce the leading-edge image of the university.

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