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.

As managers seek to exploit the tremendous amounts of data now available from internal and external sources, they're likely to use the approach they use with all their IT projects--that is, they'll focus on building and deploying technology on time, to plan, and within budget. That works for projects designed to improve business processes and increase efficiency, but when it comes to extracting valuable insights from data and using information to make better decisions, managers need a different approach and mind-set. A big data or analytics project is likely to be smaller and shorter than a conventional IT initiative, such as installing an ERP system. It's also more like scientific research. Commissioned to address a problem or opportunity, such a project frames questions, develops hypotheses, and then experiments to gain knowledge and understanding. The authors have identified five guidelines for taking this voyage of discovery: 1) Place users--the people who will create meaning from the information--at the heart of the initiative; 2) Unlock value from IT by asking second-order questions and giving teams the freedom to reframe business problems; 3) Equip teams with cognitive and behavioral scientists, who understand how people perceive problems and analyze data; 4) Focus on learning by facilitating information sharing, examining assumptions, and striving to understand cause and effect; and 5) Worry more about solving business problems than about deploying technology.

This is an MIT Sloan Management Review article. It seems that for most companies, no matter how much they invest in customer relationship management, neither the quality of their customer relationships nor the profitability of their business has increased commensurately. Of course, it was not supposed to turn out this way; relationship marketing was a "new paradigm" that would herald a golden age of marketing-more loyal and satisfied customers and much more profit for companies. The authors' evidence indicates that it is neither the quality of the CRM solutions nor their implementation that is to blame. Simply, companies have failed to prepare the ground adequately in advance of major CRM investments. Without development of the right capabilities, new technology fails to improve marketing practice. As a consequence, customer relationships are neither better nor more profitable. The authors' research reveals how operational managers can develop relationship marketing capabilities commensurate with the implementation of CRM to help make better investment decisions and exploit the opportunities profitably.

Given the crucial role that IT plays in businesses today, the Chief Information Officer (CIO) is seen as having a significant responsibility in ensuring that IT's value is optimized. However, the history of IT investments has not been glowing and, as a consequence, blame for this situation is usually placed at the feet of the CIO. To explore further the role of the CIO and its link with organizational performance, interviews were conducted with CIOs, CxOs, and commentators. From an analysis of the data, a model linking the CIO role with organizational performance enabled by IT was developed. This model highlights the critical factors contributing to CIO and, ultimately, IT success. Of central importance is the environment within which the CIO operates and, in particular, the pivotal role of the IT savviness of the CEO and the leadership team. It reveals some uncomfortable lessons for CEOs and other c-suite members.

As surveys highlight, most senior business executives are dissatisfied with the value their organizations are deriving from investments in information technology. What is often forgotten is that IT in itself has no inherent value. This value must be unlocked, and only business executives and users can do this. Although most IT investments are often accompanied by a technology implementation plan, few organizations ever construct a plan focused on realizing the business benefits. Explores how organizations can unlock business value from their IT investments by adopting a two-stage view of implementation. This model distinguishes between "problem-based" interventions and "innovation-based" interventions. Unlocking business value from IT investments is a journey not a destination and this journey requires careful planning.