Information systems (IS) and information technology (IT) leadership roles have undergone fundamental changes over the past decade.
And according to what I have researched, on 1996 Computer Science Corporation (CSC) has suggested six new IS leadership roles which are required to execute IS’s future agenda: chief architect, change leader, product developer, technology provocateur, coach and chief operating strategist. Below are the description of the Six IS Leadership roles.
1. Chief architect. The chief architect designs future possibilities for the business. The primary work of the chief architect is to design
and evolve the IT infrastructure so that it will expand the range of future possibilities for the business, not define specific business
outcomes.
2. Change leader.The essential role of the
change leader is to orchestrate all those resources that will be needed to execute the change program.
3. Product developer. The product developer helps define the company’s place in the emerging digital economy.
4. Technology provocateur. The technology provocateur embeds IT into the business strategy. The technology provocateur works with senior business executives to bring IT and realities of the IT marketplace to bear on the formation of strategy for the business.
5. Coach. The coach teaches people to acquire the skill sets they will need for the future. Coaches have to basic responsibilities: teaching people how to learn, so that they can become self-sufficient, and providing team leaders with staff able to do the IT-related work of the business.
6. Chief operating strategist. The chief operating strategist invents the future with senior management. The chief operating strategist is the top IS executive who is focused on the future agenda of the IS organization.The most important, and least understood, parts of the role have to do with the interpretation of new technologies and the IT marketplace, and the bringing of this understanding into the development of the digital business strategy for the organization.
Although these roles produced by the CSC without any scientific approach, many people noticed that they seem very well tailored for scientific investigation into IS leadership roles. People who fill these roles do not necessarily head up new departments or processes, but they exert influence and provide leadership across the organizational structure.
References:
http://www.accessmylibrary.com/coms2/summary_0286-28391466_ITM
And according to what I have researched, on 1996 Computer Science Corporation (CSC) has suggested six new IS leadership roles which are required to execute IS’s future agenda: chief architect, change leader, product developer, technology provocateur, coach and chief operating strategist. Below are the description of the Six IS Leadership roles.
1. Chief architect. The chief architect designs future possibilities for the business. The primary work of the chief architect is to design
and evolve the IT infrastructure so that it will expand the range of future possibilities for the business, not define specific business
outcomes.
2. Change leader.The essential role of the
change leader is to orchestrate all those resources that will be needed to execute the change program.
3. Product developer. The product developer helps define the company’s place in the emerging digital economy.
4. Technology provocateur. The technology provocateur embeds IT into the business strategy. The technology provocateur works with senior business executives to bring IT and realities of the IT marketplace to bear on the formation of strategy for the business.
5. Coach. The coach teaches people to acquire the skill sets they will need for the future. Coaches have to basic responsibilities: teaching people how to learn, so that they can become self-sufficient, and providing team leaders with staff able to do the IT-related work of the business.
6. Chief operating strategist. The chief operating strategist invents the future with senior management. The chief operating strategist is the top IS executive who is focused on the future agenda of the IS organization.The most important, and least understood, parts of the role have to do with the interpretation of new technologies and the IT marketplace, and the bringing of this understanding into the development of the digital business strategy for the organization.
Although these roles produced by the CSC without any scientific approach, many people noticed that they seem very well tailored for scientific investigation into IS leadership roles. People who fill these roles do not necessarily head up new departments or processes, but they exert influence and provide leadership across the organizational structure.
References:
http://www.accessmylibrary.com/coms2/summary_0286-28391466_ITM
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