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The Changing Role of the CIO: Why IT Still Matters
May/June 2005 (vol. 7 no. 3)
pp. 45-49
Phillip A. Laplante, Great Valley School of Graduate Professional Studies
Don M. Bain, Robin Hood Ventures
In May 2003, Nicholas Carr argued that information technologies have become a commodity rather than a source of competitive advantage ("IT Doesn?t Matter," Harvard Business Rev., May 2003). He also suggested that companies would be well served to manage IT using strategies of minimum cost and carefully managed risk. Such a thesis argues for CIOs having reduced responsibilities and roles within the organization, a lower position in the org chart, and a lower risk of impact to the organization in the event of failure. Although there is some support for such a thesis, the facts do not support it along these three dimensions. This article draws from recent surveys and a moderated panel discussion in May 2004, in which several members of the CIO Institute expressed opinions about their roles in their organizations.
Index Terms:
management, CIO roles, strategy, risk management, IT investment
Phillip A. Laplante, Don M. Bain, "The Changing Role of the CIO: Why IT Still Matters," IT Professional, vol. 7, no. 3, pp. 45-49, May-June 2005, doi:10.1109/MITP.2005.72
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