Once cross-functional team members have the opportunity to excel at tasks that take advantage of their core strengths, ownership of the team's mission, goals and tasks is more apparent than in more transactionally-based leadership environments.
This concept of ownership is well highlighted in the many research efforts of Alstyne, Brynjolfsson and Madnick from MIT who in several research papers and results report the importance of fostering and promoting ownership of tasks through transformational leadership. In their study of the correlation of task and team ownership with business process change success, Alstyne, Brynjolfsson and Madnick (1997) comment that "The very act of decentralizing decision-making - asking workers for their values and then taking them seriously - can have a positive effect on the change process by giving employees a sense of ownership and responsibility," and from previous work show the impact of theories of ownership on change management with this insight from their work Alstyne, Brynjolfsson and Madnick (1995): "Theories of ownership, for example, suggest that decentralizing the use of data and decisions can boost quality levels in systems users control themselves."
Where EI, transformational leadership, and the effectiveness of a cross-functional team get tested is in the execution of the strategic it Plan. CIOs with high EI begin the cross-functional team creation process by specifically studying the team-to-division hand-off even before the cross-functional team begins work. The many challenges of turning a strategic plan into a series of more tactical strategies within a company require the CIO to continually focus on the transformational leadership qualities that lead to the development of the plan to begin with.
This is particularly...
In conclusion, these two books and their related concepts show how critical it is for a strategist to consider both the qualitative and quantitative aspects of a business model. There must be a balance of the tasks and vision ownership to the overall measured results of strategies as well. Both books together forma strong foundation for long-term planning that takes into account the need for change management at the executive
Strategic Dissection of COMOPTEVFOR This text concerns itself with the various strategies employed by COMOPTEVFOR in the execution of its mandate. The strategies highlighted in this case will not only be identified but also discussed at the various levels of strategy formulation and implementation. These levels comprise of the corporate, business, and functional levels. COMOPTEVFOR: An Overview Before discussing the various levels of strategy COMOPTEVFOR makes use of, it would be prudent to
CIO Magazine Analysis Critical Evaluation of the CIO Magazine Article The Whole . . . is More than its Parts The article The Whole . . . is More than its Parts illustrates the complexities, challenges and decisions that must be made in order for an enterprise to unify its many applications, databases, systems and platforms to serve a common strategic purpose. The article was published May 31, 2000 when integration options within
CIO Interview -- Lakewood Hospital How were you trained or and how did you decide upon your career? I received my formal technical training in the Midwest. I hold a Bachelor of Science in Computer Engineering from Loyola University in Chicago, and completed a Master of Science in Information Systems from Michigan State University several years later. I have held many positions over the years, moving from helpdesk service internships during my
The KPIs shown in Table 1 illustrate this fact. Table 1: SOA Framework Results by Area of KPI Measurement Areas of Measurement Baseline: What to Measure SOA Performance Evidence Company-specific Project costs and expenses Use as a baseline for defining ROI Number of orders per year Determine configuration's impact on inventory turns Current inventory and costs Inventory turn savings Customer Data Lifetime cost per customer; avg. deal size by customer Sales Order cycle time Order cycle times reduction of 65% or more recorded with mftrs
Indeed, in terms of ethics, it harms the company the CIO is working for, along with his own reputation. It is therefore better to channel negativity into the planning, implementation and anticipation stages than into external communications. A consideration of publications regarding the specific duties and positions of the CIO within a company provides further insight. According to Strassmann (reviewed by Goldsmith, 1995), for example, the CIO is primarily responsible
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now