Final exam

Future IS Executive

Future Role of the Information Systems Executive

By: John F. Rockart Leslie Ball Christine V. Bullen

Preface In November 1981, the Society for Management Infor- mation Systems (SMIS) Executive Council voted to begin a research project to define a model of the infor- mation systems executive of the 1980s. The purpose of the modei would be to help Sf^lS take a proactive role with respect to membership professional develop- ment, and provide conferences, speakers, articles and future research consistent with the directions defined by the model. Richard G. H. Harris, Vice President of Information Systems at Colonial Gas & Energy and a member of the Sft^lS Executive Councii, and Lesiie D. Ball, Associate Professor of Information Systems at Babson College agreed to lead the research effort. In addition, John F. Rockart and Christine V. Bullen of the MIT Sloan School Center for Information Systems Research and Leo Pipino of Babson Coliege joined the team. The work was begun with the Executive Council approval in November 1981 and was compieted in August 1982.

A preiiminary model coming out of an extensive literature search and based on several years of earlier research work done by the team members was distributed for review to fourteen noted practitioners and academics. Their valuable comments helped shape the interim modei. On April 15, 1982, a day-long discussion group was held in Chicago with the research team and five respected practitioners. The interim modei was reviewed, debated, and revised during this lively and constructive session. The resulting version of the modei was again distributed to the reviewers who returned further comments.

The final version is presented here. While this docu- ment directly represents the ideas of nearly two dozen SMIS members who participated in the project, readers shouid recognize that it expresses the coiiected thoughts of many other people as well.

It is written as a finai report in the form of a position paper to eiiminate the iengthy academic background and references normally associated with such papers. A separate annotated bibliography was produced which is a coiiection of the best articles found on the subject. It will serve as a base and a model for further research.

It is hoped that the modei described in this paper wiii serve both the SMiS Executive Councii and the informa- tion systems executive directiy as a set ofguideiines for positioning themselves to meet the chalienges of the information systems function in the coming years.

There is a significant amount of unoertainty, one might even say "confusion," about the roie of the Chief Information Officer (CIO) in today's organizations. The information management func- tion itself has expanded incredibly in the past two decades and appears on the verge of even greater development. From an earlier emphasis on handling historical accounting data only, com- puter based systems today are Intimately involved with almost all day-to-day operations of the organization. In addition, they have a rapidly growing role in the capturing, storing, processing, and communication of all information of the organization whether it be in numerical, graphical, textual, or other form.

With this swift evolution and staggering growth of the function in the last decade, it is clear that the ClO's role has changed and will change further. Yet the relative newness of the function, and the uncertainty, if not turmoil, surrounding the development and implementation of computer based technology in most firms over the past two decades has left unclear the exact role of the "chief information officer." Even the title of "CIO," or any other combination of letters or words, seems awkward. A clearer definition, therefore, of the role and requisite personal and managerial attributes of the person with corporate responsbility for this function would appear increasingly desirable.

It is for this reason that the Society for Manage- ment Information Systems commissioned this position paper on the "future role of the informa- tion executive." The purpose is to present a "con- cept" of this executive role which is believed to be emerging in the early 1980s. It is hoped that this particular role definition can serve as a base for further discussion and clarification of the new.

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evolving, and increasingly important role of the "chief information officer."

In the development of this paper, the researchers have been influenced heavily by several authors whose works appear in the attached bibliography. An equal influence has been discussion and writ- ten input from several information executives and others closely connected with the field. To all these sources, we are grateful. *

The Information Executive off the Mid 1980s In the researchers' view, the attributes that the information executive will need five years hence will be determined by the role that must be filled at that time. The role, in turn, will be shaped by the environment in which the CIO will exist, and that environmental scenario will result from the rele- vant trends which will influence the state of the business entity of the mid 1980s. As a result this paper is structured from causal forces to the necessary attributes of the evolving CIO role. In graphic form, the logic is as follows:

Relevant Trends

Managerial Environment

Scenario

Necessary Information Executive Attributes

Information Executive

Role

Reievant Trends Research in the field of forecasting suggests strongly that the most accurate forecasts derive from examining the probable directions of currently evident trends. One might take a wild leap into assuming a drastically different scenario as espoused by some futurist, but the odds are that one will be completely wrong. Moreover, the researchers feel that there is a set of evident trends today which appears to have a strong and continuing thrust. The only thing which might deter some of them would be a major depression and, even though this is written in August of 1982, this does not appear likely. Briefly listed below are some key trends which fall into the three categories of business environment, technology, and users.

Business environment

• Continuing inflation widening the gap between people and hardware costs.

• Increasingly aggressive national and international competition.

• Shortage of talented personnel as a result of smaller graduating classes.

• Capital shortage.

• Higher than "normal" interest rates, causing assets to remain expensive.

• Continued, sometimes extraordinary, changes in industry structure and methods of doing business as the " s e c o n d industrial r e v o l u t i o n " proceeds.

•With the exception of this one, we omit footnotes. In retrospect, it is difficult to assign a particular idea or thought to any single source. Some of the ideas and conclusions we present have been voiced many times, either verbaily or in print. Some represent an amaigam of thoughts. A few are ours alone. Moreover, the prime purpose of this paper is to present a useful conceptual role description, not a research treatise. We, therefore, eschew footnotes but list our sources at the end of this paper. We have also attempted to be terse, to facilitate a quickly readable "statement of position," rather than to be fully explanatory in academic terms. Participants in a "discussion session" on the CiO role and those who reviewed an earlier draft of this paper are noted at the end. We drew much from them.

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Pervasive changes in the workforce caused by the increasing impact of technoiogy at factory, white collar, pro- fessional staff, and executive levels.

Increased managerial emphasis on planning, particularly strategic planning (to adapt to an increasingly volatile, competitive environment) by medium size and large organizations.

Emergence of the "remote worker" — individuals working in facilities indepen- dent of "company facilities" — home, temporary facilities, etc.

Rapidly changing technoiogy

• Ever more powerful and cost effective hardware (of all types).

• An increasing number of tele- communication innovations with regard to price, capability, and availability.

• More and vastly improved end user tools.

• Improved application generators and other programmer productivity tools.

• Rapidly expanding use of industrial robots and process control equipment capable of automatically generating production data.

• Increased availability of purchasable databases.

• Upsurge in the use of the computer as a personal communication tool- (e.g., electronic mail, conferencing).

• Greatly increased use of "information databases."

• A vast, and growing, number of vendors of hardware, software, telecommunications, and other infor- mation oriented products and services.

increasingiy computer-knowiedgabie and demanding users

• More college graduates and others who believe the computer is a necessary tool.

• Increased general understanding of computer capabilities caused in large part by home computers, increased media attention, etc.

• "Demonstration effects" as conference speakers increasingly illustrate the "latest computer based approach."

• Greater ability of users to buy their own hardware and software as they become more knowledgeable and dropping system prices increasingly fall within departmental capital spending limits.

• H e i g h t e n e d awareness at all managerial ranks as a result of increased direct marketing to users by computer vendors, timesharing organizations, software vendors, etc.

• Ever better user education materials and usage guides.

Management Environment Scenario The environment In which the information executive of 1985 will exist will be uniquely determined by the interaction of these trends. With respect to the information function, all organizations will be under pressure to:

• Automate as much as possible to achieve critical productivity increases.

• Utilize the flood of improved, diverse, and ever more capable hardware, soft- w a r e , and telecommunications technologies to improve business per- formance as well as efficiency.

• Provide the newly sophisticated end users with the automated tools which they are ready for and willing to use.

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• Revamp and improve many ancient accounting and operational information systems to take advantage of the new technologies, to reduce ongoing maintenance costs, and to ensure con- tinued operation.

• Recognize that the "computer era" of the 1970s has given way to the "telecommunication network era" of the 1980s and to facilitate the con- vergence of many diverse, formerly unrelated functions (process monitor- ing, data processing, communications, library, office systems, e(c.) into a single "information function."

• Carefully address the question of restructuring both the processes and the structure of the organization itself in line with the opportunities presented by a richer communications environ- ment and the potential to make informa- tion more widely available to all employees, customers, vendors, and other interested parties.

With the advancing pace of automation, the rate of increase in the use of computer based technologies is going to grow. Over the next several years the disparity in computer hardware and telecommunication price declines will lead, in an increasingly online world, to more widely distributed processors, data storage, and systems people. Computer usage will become vastly more widespread throughout the corpora- tion. The ultimate result will be that almost everyone in the corporation will be a direct user of technology. Ever-more-important telecommunica- tion networks will provide vital links between the individual user at a microprocessor-based workstation and a growing number of libraries of corporate data. The challenge of managing the information function in this ever changing, ever expanding, distributed processing, distributed user, distributed support staff world will continue to escalate in its complexity.

As computer based technology pervades the business, line managers will be forced to become much more knowledgeable concerning it. They will increasingly be involved in decision making with regard to computer use. They will have to do this since both the percentage of their budget

allocated to computer based systems will increase, and their opportunity to positively affect operating results will become more highly depen- dent upon new computer and communication technologies. They will no longer be able to "sit on the sidelines and let the computer people do it." More effective information systems planning, education, and communication processes will be necessary to facilitate this involvement.

The Infformation Executive Role

The information executive's role will be shaped by this increasingly technology dominated user/ management involved environment. Several aspects of this role are increasingly significant. These are the ClO's:

• diminishing direct line responsibilities,

• increasing staff orientation, and

• corporate responsibility for information resource policy and strategy.

Diminishing direct line responsibilities

It will be impossible for the corporate information executive to maintain direct line management control over computer/based technology throughout the company. Line management of local hardware and much of the software develop- ment will be thrust into divisions and departments. The role of the information executive will thus become one of a corporate general manager with increasing emphasis in the function on staff oriented activities.

Increasing staff orientation

The need for the CIO to concentrate on staff oriented activities will be dictated by the need in all organizations to have a "focal point" for the planning and facilitating of the organization's move into the "information era." As a result, the role of the CIO will be heavily oriented toward ensuring the appropriate development of informa-

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tion systems strategies and long range planning, toward the facilitating and promoting of change through expanded communication and education processes, and toward the development of stan- dards of all types, most particularly for data, for communication, and for ensuring privacy and security in a total-access world. The CIO will serve as the corporate "gate-keeper" for new technology and the evaluation of this technology. To find time for these increasingly important func- tions, the CIO will need to be strongly proactive in transferring accountability for line management of hardware and, where applicable, software development to divisions and departments.

Corporate responsibility for information resource policy and strategy

The CIO will have the responsibility of assuring that new opportunities presented by the technology are seized and that capital expen- ditures for information resources are ranked according to business need. In order to do this, the CIO must, in most organizations, be a member of the top management team. The CIO will become not simply the "custodian" of the data, but more importantly, the corporate officer who truly understands the interconnection between the information flow and the business. Ultimately, we believe, the CIO will fill a role similar to that of the Chief Financial Officer (CFO).

Despite all of the above, the ClO's role will not be exclusively staff oriented. Although it will be a decreasing part of the CIO portfolio, the CIO will maintain direct "line" responsibility in a few areas. These include the network, corporate data management, and in most cases, the corporate computing facility, common software develop- ment, and a changing array of new "start-up" development projects.

Information Executive Attributes The above trends, resulting scenario, and role(s) for the CIO, in turn determine the skills and attributes an individual executive will need in

order to succeed in the mid 1980s. Many of these attributes are not different from those needed by the information executive of yesterday and today. However, the scope of impact of the information executive will be greater, the role more broadly influential in the future, making the mastery of several of these skills even more critical for survival.

To manage successfully in the mid 1980s, the CIO will have to be first and foremost a business oriented general manager. However, the CIO will also need considerable understanding of the technology. This will be acquired either through a span of years in the trenches of the information systems function or in a thorough education pro- gram if the CIO "moves in" from another cor- porate function. The CIO will be viewed as the technological guru in an era when technology is imbedded in virtually all aspects of the business. To carry out the joint general manager/technology authority role, the CIO must have the following attributes and skills:

• Most important, the CIO must possess considerable political, organizational, and communication skills. These are the hallmark of top executives, and without both these managerial skills and the desire to exercise them, the CIO will be ineffective.

• Since the CIO must be part of the top management team to effectively manage the information function, the CIO must be involved in, understand, and have had experience in the overall management of the business. To facilitate this, line management experience in sales or production aspects of the business will be extremely useful and, increasingly, a prerequisite for the job. In short, the CIO will have acquired requisite general management attributes through the varied set of job experiences defined for all potential members of the top executive ranks. Just as the CFO and the Vice President of R&D are can- didates for the Presidency, so should be the CIO.

• Since it will be beyond a single human's capacity to be expert in all the signifi-

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cant technologies, the CIO must understand and be able to manage technological experts.

• The CIO must be a manager of managers, not of things, and have developed the appropriate human resource management skills.

• The CIO must be heavily concerned with the medium term and the long run. Key investments in hardware and soft- ware infrastructure today have several year lead times before they can be put in place and be matured to a useful state. The CIO must, therefore, be a planner and place particular emphasis on strategic planning and the manage- ment of change.

• Finally, the CIO must be increasingly sensitive to the human, organizational, and social impacts of the new technology. The pace of technological change is very great today. Sensitivity to the pace of assimilation of these changes which is feasible in the organization is necessary. So is sen- sitivity to, and proactive planning for, appropriate methods of managing the individual and organizational impacts of the "second industrial revolution."

Evolutionary Process It is important to note that the researchers are describing one point in an evolutionary process. The role of the CIO is undoubtedly changing faster than that of any other top functional manager. Yet the pace of evolution differs significantly from company to company, as well it should, because of several factors which include:

• the economy,

• the industry(ies) the organization serves,

• company size and organization structure,

• organizational objectives.

• political forces within the organization,

• the organization's stage of I/S growth, and

• the personal and managerial attributes and skills of the current incumbent of the CIO position.

In short, the exact role of a particular CIO in a par- ticular company at a particular point is contingent upon the above and other factors. Each of these differentiating factors could be discussed at length. Each has a direct impact on the role of the CIO. As one example, the current economy is causing centralizing, cost cutting efforts in com- panies in a number of hard hit industries. This has hampered innovation in these companies and virtually eliminated investments affecting anything more than this year's financial results. In these companies the "status quo" (whatever it may be) for the I/S function and the CIO will tend to linger on. In general, most role changes will be aimed at facilitating greater cost control.

As a second example, the size of the company clearly affects the amount of direct control an information executive can exert over a particular machine choice or application design decision which needs to be made. And so on. There is undoubtedly a very lengthy list of organization specific "contingencies" which do, and will, affect the exact shape of the ClO's role in each organization. Yet the researchers believe that a progression toward the role noted above is inevitable for most organizations.

Conclusion The authors recognize that the above description of the role of the information executive is arguable. There are those who argue that the information systems executive role will dissolve into a relatively minor one of data administration and guardian of data integrity. There are also those who argue that the I/S function will "dis- appear," being absorbed into each organizational subunit. While the latter may occur in the 1990s, the profusion of technology, the infant state of the information discipline, the state of user knowledge, and the need for planning and stan-

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dards to facilitate effective implementation of the new information capabilities, argues for a much stronger, proactive role such as was described in most companies in the mid and late 1980s.

The CIO role described above appears to be the logical result of an ongoing set of technical, organizational, and environmental trends. In fact, the CIO role in a very few major companies has most of the characteristics described above at present. Many other ClO's are quite far along in the evolutionary process of converting their previous roles to the one described.

The "future role" of the information executive described above will not apply to all organizations today. Yet, as a generality, the authors believe evolutionary forces are driving this role in the directions indicated. If this is so, the attributes and skills of the CIO must evolve in conjunction with the evolving role.

Reviewers (In addition to Discussion Session Participants)

Richard Kennedy Norton Company

Richard Mahin Gould

John Parady Weyerhaeuser

DuWayne Peterson Security Pacific

Robert Rouse Washington University

Edward Saran Unigard

William Synnott First National Bank of Boston

James Wetherbe University of Minnesota

Carl Williams Dole, Dane Birnbach

Discussion Session Participants

Leslie Ball Babson College

Paul Daverio Owens-Corning Fiberglas

Richard Dooley Richard Dooley Associates

Frederick Haines Rainier National Bank

Richard Harris Colonial Gas

Darwin John Scott Paper

Leo Pipino Babson College

John Rockart M.I.T.

James Scott Procter & Gamble

Bibliography

The annotated bibliography has been compiled by the research participants in the SMIS funded pro- ject on the "Future Role of the Information Systems Executive." It is designed to be used by researchers as a starting point in any similar research projects and it is expected that it will be updated periodically.

[1 ] Alloway, R. and Ouillard J.A. "Top Priorities for the Information Systems Function," Center for Information Systems Research Working Paper Series, CISR No. 79, Massachusetts Institute of Technology, Cambridge, Massachusetts, September 1981.

Survey research of 1,058 user managers and DP professionals at 19 companies; evaluated by MIT researchers.

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Article lists findings of research, identifies four priorities of action for successful DP management;

1) shore up DP departments' respon- siveness to user needs,

2) develop more analysis systems, develop communication with managerial users, train users in general DP, get user oriented systems analysts who understand organization,

3) improve DP strategic planning and allocation of resources to key business areas, and

4) develop more inquiry systems, improve user attitude toward DP, improve quality of computer generated reports, improve quality of DP analysts, improve avail- ability and timeliness of computer reports delivered to users, reduce hard- ware and systems downtime.

Article suggests that perhaps the best course for an MIS manager is to play the role of an internal information and systems marketer to user departments.

[2] Arnst, C. "DP Managers Still in Adolescence; Withington," Computer- world, October 17, 1977, p. 10.

Arthur D. Little's Withington assesses the personal characteristics of DP managers and how these traits interfere with career development.

[3] August, R.J. "DP Needs Managers, Not Technicians," Infosystems, May 1976, pp. 55-56.

Discusses the present state of the art for DP managers, management fables and what must be done to remedy faults in order to progress up the management career path. He suggests that for the most part, DP managers are not managers but technicians reporting to financial/accounting super- visors. The DP manager must recognize that he is in competition with other managers for a share of the firm's resources. As one moves up in career one must give up some of the indepth

specialization in order to be a good manager.

[4] Bacon, J. "Conflict Management in the Systems Environment," Journal of Systems Management, February 1980, pp. 33-37.

Research article on conflict management for MIS/DP managers.

Excellent critique of corporate power, politics, and conflict situations MIS managers are likely to confront in their naturally "ambiguous and ubiquitous" func- tion. Outlines a conflict management struc- ture for the EDP manager referred to as "Problem Solving; the Integrative Decision Method" which seems very well suited for aiding DP/MIS managers and VPs in identi- fying, containing, controlling, and resolving horizontal interdepartmental conflict.

Suggested reading because of the relevance to MIS management vis-a-vis other line managers.

[5] Ball, L.D. "MIS Strategic Planning; You Can Be the Captain of the Ship," Infosystems, May 1982, pp. 33-38.

The article describes the MIS strategic plan- ning process found in many organizations. Also discussed are several methods that have been employed to complete the plan- ning task.

[6] Beeler, J. "Sidestepping DP Sped His Move to Executive Suite," ComputerWorld, April 2 1 , 1980, pp. 43-46.

Profile of Charles C. Tucker who had limited technical experience, but succeeded as VP of planning and information services with Twentieth Century Fox.

Tucker concentrated on being a generalist with a specialization in DP, worked as DP consultant to get the management experience and recognition, and then switched to an executive management posi- tion. He says one of Tucker's strengths was being a communicator translating technology into business language.

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This is a general profile of Tucker, yet his experience may be indicative of future DP managers' profiles; to be general managers with speciality in DP, not a bits and bytes expert.

[7] Beeler, J. " 'New Breed' DPers Seen Impacting Management," ComputerWorld. May 12, 1980, p. 15.

Describes the new type of young people entering DP and how they should be managed.

The new breed of young DPers entering the w o r k f o r c e is b e t t e r e d u c a t e d , c h a r a c t e r i s t i c a l l y s u b o r d i n a t e the company's interest to their own personal welfare, question authority, and are quick to change jobs if dissatisfied. DP managers must change managing style to deal with new breed who challenge autocratic management styles of U.S. They want more freedom and responsibility, they dislike highly supervised work environments, expect open lines of communication and want to impact policy formulation.

[8] Beeler, J. "Systems Manager William Sanders: Being in the Right Place," ComputerWorld, September 7, 1 9 8 1 , pp. 22-23.

Profile of William Sanders who has a technical background but also has experience as a management consultant. He advises DPers who wish to be VPs to have a strong DP specialty but to concen- trate on becoming a strong general manager, a businessman, and not a tech- nician. (They should get a good background in finance and business to develop manage- ment perspective and be aware of profit motive, identify profit center problems, develop strategies and objectives, process information).

Good profile of what and who VP of MIS/DP should be.

[9j Beeler, J. "Managing Data Called Challenge of Decade," ComputerWorld, October 27, 1981, pp. 1-4.

Excerpts from speech by John Zachman, Systems Planning Consultant with IBM's Western Region at an International Data Corp. executive conference.

Zachman urges DP managers to learn to manage data as a corporate resource, thus redefining their fundamental corporate roles. Roles should not be to manage technology. He then goes on to describe Nolan's stage theory of DP evolution within a company, and how this relates to the DP manager's changing role. Strategy and policy d e v e l o p m e n t will become increasingly important.

[10] Blumenthal, M. "Exec: DPers Destiny Hinges on Top Brass," ComputerWorld. September 2 1 , 1 9 8 1 , pp. 1, 10.

The article exhorts MIS managers to gain credibility with the top corporate brass in order for MIS managers to gain admittance to ranks of the top management in an organization. Top brass has trouble com- municating with technical people. Develop marketing skills to sell worth of DP function, and compete for discretionary organiza- tional resources like other line managers.

[11] Blumenthal, M. "Playing Ball With Users Called Route to Survival," ComputerWorld. October 27, 1 9 8 1 , pp. 1-8.

Explains how users are becoming more important to career success of the DP manager because of technological advances.

Exhorts DPers to come out of the wood- work and get into the corporate world of problem solving. Help users because they are by-passing you when dealing with ven- dors, yet at same time make users budgetarily accountable for DP expenses. Show to higher execs what DP benefits really are, don't be seen as an overhead bureaucracy; adapt or lose control.

Excerpts from speech made by Richard Dooley, VP of RHS Ass., at the American Management Association's conference for MIS executives in New York.

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[12] Bullen, C.V. and Rockart, J.F. "A Primer on Critical Success Factors," Center for Infor- mation Systems Research Working Paper Series, CISR No. 69, Massachusetts Institute of Technology, Cambridge, Massachusetts, June 1 9 8 1 .

[13] Bylinsky, G. "EDP Managers Put on Business Suits," Fortune, November 6, 1978, pp. 68 -t-.

[14] Campise, J.A. "Self-assessment: Filling a Need," Data Management, November 1977, pp. 4 0 - 4 1 .

[15] Canning, R.G. "Computer Support for Managers," EDP Analyzer, May 1979, pp. 5-13.

This article identifies the characteristics of the manager's job and the key manager roles and asks, "How might computers help the manager make decisions?"

It explains the needs of line managers and describes their use of information.

[16] Couger, J.D. and Zawacki, R.A. Motivating and Managing Computer Personnel, Wiley- Interscience, New York, New York, 1980.

[17] Couger, J.D. and Zawacki, R.A. "What Motivates MIS Managers," Computerworld, March 10, 1980, pp. 9-16.

[18] Couger, J.D. and Zawacki, R.A. "Training and Education of Computer Professionals in the USA," Proceedings, Seminar on Com- puter Education in Singapore, Science Council of Singapore, October 2-3, 1980, pp. 1-118.

[19] Crane, J. "The Changing Role of the DP Manager," Datamation, January 1982, pp. 97-108.

This is an article on past failures and emerg- ing trends in MIS management. The view points of many VPs of DP are included.

Old fashioned line managers who know the whole business and can respond to cor- porate needs are being sought for MIS management positions. By opening the

career path to DPers, corporations can cut down on DP turnover.

This is a very good article on successful MIS management on the higher executive level.

[20] Frank, R.A. "James Martin Advises: Top Brass' Need Briefing on Technical Change," ComputerWorid, April 3, 1979, pp. 13.

Exhortation to DPers to keep top manage- ment informed of technical changes, develop five year plans, develop systems, and use modeling techniques.

[21] Getz, C.W. "DP's Role Is Chang- i n g , " Datamation, February 1 9 7 8 , pp. 117 - I - .

[22] Gibson, C. and Schnidman, A. "Information Technology and Organizational Change," Index Systems, Inc., September 1981, pp. 1-29.

Research survey of eighteen cases of major applications systems, determining the factors contributing to success or failure of the systems, measured in terms of business results. Factors include:

1) the right kind of management involvement,

2) managing change in the work behavior of users,

3) supervisory behavior,

4) organizational structure considerations,

5) management recognition of change in tasks and workflow,

6) changes in work measurement, policies and procedures, and

7) work culture and psychological contract issues.

The paper goes on to suggest a model for the proper approach to systems adoption which includes:

1) organizational impact study.

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2) strategy selection,

3) organizational implementation plan,

4) implementation, and

5) post audit action.

It also suggests four broad types of strategies to implementation: traditional, participative, authoritarian, and bail out.

[23] Gorry, G.A. and Scott Morton, M.S. "A Framework for Management Information Systems," Sioan Management Review, Fali 1971, pp. 55-70.

Seminal article on different MIS applications depending on whether decision is struc- tured or unstructured: Structured Decision Systems (SDS) vs. Decision Support Systems (DSS). Unstructured decisions are of the "strategic levei," non-repetitive, usually lacking structure and requiring definition and modeling, not technical data. Descriptive modeling is a prerequisite for the analysis of the value of information, and it is the key to understanding which portions of the decision process can be supported by automation. "Totally-Integrated Management-Information-Systems" are a poor design concept. Important issues are problem definition and problem structure, and proper utilization of systems analysts.

The article applies the modeling concept described in "Development of Managerial Models" (G. Gorry) specifically to MIS management decisions. Very relevant to executive level MIS management.

[24] Halbrecht, H. "Interview with Robert G. Stevens," MiS Quarteriy, Volume 1, Number 4, December 1977, pp. 5-10.

Stevens, a banker with much experience in MIS, is asked what should MIS managers do to advance their careers?

They should become vitally involved in whatever industry the company is in, so they wiil know what information is required to manage and operate the business; what are the issues; and what are the information needs of company.

[25] Hammond, J.S. "The Role of the Manager and Management Scientist in Successful Implementation," Sloan Management Review, Winter 1974, pp. 1-23.

This article describes the interface between managers and managerial scientists, the potentials and obstacles. Defines what the skills, needs, and orientation of a strategic level decision maker are vs. the technical management scientist. Describes the con- ceptual, psychological, and the goals of the manager's and managerial scientist's approaches to problem solving.

[26] Henderson, J. and West, J. "Planning for MIS: A Decision-Oriented Approach," MIS Quarterly, Volume 3, Number 2, June 1979, pp. 45-57.

Research case study of structured group process using Nominal Group Techniques in decision oriented approach, at one com- pany. Can be a good method for generating organizational information needs. Can be useful in defining MIS needs across depart- ment functions in a company, but it is very timeconsuming.

The method outlined in the article could be used by a VP of DP to identify common informational needs, and differences in needs between departments.

[27] Henkel, T. "He's a Businessman But He Heads DP Operations of 18 Companies," ComputerWorid, December 17, 1979 pp. 1,7.

Profile about Joe Carr, VP of Information and Logistics at American Can Corp.

Carr suggests that DPers be businessmen. They should understand strategy of business, have a technical background to understand systems implication of the strategic direction of a company, and be a communicator of technical resources to executive management.

[28] H o r t o n , F.W., Jr. " I n f o r m a t i o n Management-Czardom or Stardom?," Infor- mation and Records Management pp 14 50-53.

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Future IS Executive

Written by an information consultant, this is an exhortation for budgeting accountability by users.

[29] Hoxie, G.H. and Shea, D.M. "Ten Hot But- tons Facing Management," Infosystems, September 1977, pp. 60 - I - .

[30] Istvan, E.J. "New Issues Confronting the Information Systems P l a n n e r , " Infosystems, June 1979, pp. 54-67.

This article deals with the truly global issues of the future regarding EDP, such as privacy, free-flow of data, governmental national security problems, impact on society and regulation.

[31] Loomis, D. "Nolan Sees Most DP Managers Staying in DP," Computerworid, November 7, 1977, p. 9.

Interview with Richard Nolan of DP Manage- ment Co. Nolan addresses some of the reasons DP managers are not advancing into executive management positions. Many DP managers don't want to move out and up, and many corporations lock DPers into the technical category and do not pro- vide DPers with a managerial career path.

It suggests more sympathetic collaboration between DP managers and top manage- ment; DP manager must be conscious that he is an agent of change, he should therefore make sure his department's innovations are designed to mesh with the company's operations, and dampen down any unavoidable disturbances. Get a good understanding of the company, its capacity for change, and its competitive environment.

[32] Mason, S. and Mason, I. "How to Move from DP to VP," Infosystems, March 1979, pp. 66-68.

[33] Martin, G. "The 8 Creative Principles of M a n a g e m e n t , " Datamation, December 1979, pp. 22-25.

[34] Mintzberg, H. The Nature of Managerial Work, Harper & Row, New York, New York, 1973.

Classic book on understanding manage- ment skills, attributes, and styles.

[35] Murray, T. "The New Top Managers," Dun's Review, June 1979, pp. 92-94.

Profiles of successful high level VPs of MIS and how they see their jobs.

They suggest that little technical skills are required for top management role. Their "new" roles require communication, strategic planning, organizational structure speciality, and coordination of informational systems resources.

[36] Nemec, J. "Managers Balancing Act: Organization, Motivation," ComputerWorid, June 8, 1 9 8 1 , pp. 43-46.

Article on how to be the successful manager in the world of corporate management.

Make contacts in the vertical social struc- ture of the company, be seen by peers as an equal; motivate your employees, give feedback, and do not humiliate your per- sonnel publicly.

[37] Nolan, R.L. "Business Needs a New Breed of EDP Manager," Harvard Business Review, March-April 1976, pp. 123-133.

From survey results Nolan formulates characteristic approaches of two distinct types of EDP managerial styles, the "architect" and the "insider."

He then asks four corporate "experts" to comment on and evaluate the perspectives and approaches of these two styles of manager.

[38] Nolan, R.L. and Wetherbe, J.C. "Toward a Comprehensive Framework for MIS Research," MIS Quarterly, Volume 4, Number 2, June 1980, pp. 1-13.

This is an article requesting the academic community adopt a library "key word" classification system for defining classifica- tion, scope, and purpose of MIS research. Considered to be a classic for everyone engaged in MIS research.

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Future IS Executive

[39] Podolsky, J.L. "Back to Management Basics — Once More With Feeling," Info- Systems, September 1978, pp. 84 -(-.

An article for a DP manager stressing that management technique, style, and systems are still the DP manager's real job, rather than DP oriented technical development methods so often employed by DP managers.

Stresses continuing management, inspira- tion, resource assessment and use, time concepts, expectation development objec- tives, and positive feedback.

[40] Rhodes, W. "Information Systems Manage- ment — A Hybrid Blossoms," Infosystems, January 1981, pp. 32-36.

This article contains some very generalized research statistics concerning trends in DP management, done by International Data Corp.

Trend is toward DP managers to report directly, as asset managers, to CEO rather than to finance/accounting control. VP of DP in the future will be a resource team leader displaying technological skill and executive management skill. The DP manager should focus on informational resource goals and coordination, learn basics of your business.

[41] Rockart, J.F. and Treacy, M.E. "Executive Information Support Systems," Center for information Systems Research Working Paper Series, CISR NO. 6 5 , Massachusetts Institute for Technology, Cambridge, Massachusetts, November 1980: Revised April, 1 9 8 1 , pp. 1-43.

[42] Rockart, J.F. "The Changing Role of the Information Systems Executive: A Critical Success Factors Perspective," Center for Information Systems Research Working Paper Series, CISR No. 85, Massachusetts Institute of Technology, Cambridge, Massachusetts, April 1982.

[43] Rosenberg, M. "Bank DPer, Businessman First," ComputerWorid, April 16, 1979, pp. 1, 6.

Profile of DuWayne Peterson, a successful executive MIS manager. For the MIS direc- tor the key to success is to be highly integrated in the business planning function.

[44] Rosenberg, M. "Started Early, Journey Ends at $10 Million Responsibility," ComputerWorid, June 25, 1979, pp. 1-8.

Profile of Lloyd Brubaker, VP of MIS at Swift Company. Brubaker urges DPers to be more of a generalist, but technically competent at DP. MIS managers should get involved with the business decisions, and speak English, not computer English. Sug- gests that an MBA is a good credential for MIS managers.

[45] Rue, J. "Power, Politics, and DP," Data- mation, December 1976, pp. 51-52.

Personal insight article concerning power plays and how they can impact the career goals of the aspiring MIS/DP manager. Excellent for the inexperienced executive aspirant explaining how to perceive and handle corporate politics. Not research, however, but personal insight. Shallow but insightful, gives rules of political life in a cor- poration and how they relate to the success of VP/manager of MIS/DP; very practical.

Message: know the political structure and horizons of your company and act accordingly.

Suggested reading for anyone interested in successful corporate life, though not necessarily demonstrative of "good" MIS management.

[46] Scannell, T. "MIS Careers Considered at Crossroads," ComputerWorid, October 27, 1981, pp. 1, 8.

Excerpts from speech of A. Jackson Forster, director of corporate systems and data processing for Ingersoll-Rand Co., at American Management Associations con- ference for MIS executives in New York.

The MIS "technocrat" is passe. MIS executives focus on business, determine information resource goals, and coordinate

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Future IS Executive

technology specialists and data resources of corporation. Includes a 10-point plan to success.

[47] Schauss, B. "The Management of Infor- mation R e s o u r c e s , " The Office, January 1979, pp. 123-124.

Article stresses that MIS manager should be technically competent, but develop a broader knowledge of the overall corporate structure, not just DP, and recognize various information needs of the corporate structure.

[48] Schultz, B. "Informal Survey Finds; Top DPers Want More Support From Top Brass," ComputerWorld, August 3 1 , 1981, pp. 5.

Fourteen DP executives interviewed by Compi/ferivorfc/.

Consensus was that .top management should pay more attention to DP. It should, in many organizations, separate manage- ment of information from management of systems. Systems planning is too important to be left to programmers, systems experts, and analysts. Top executives must develop corporate objectives and trans- late them into systems development specifications.

[49] Shoor, R. "Woman Manager Feels 'Power' Not a Dirty Word," ComputerWorld, February 2, 1 9 8 1 , pp. 1-6.

Profile of Linda Phillips, Director of MIS for Admiral Division of Magic Chef, Inc., who succeeded as a woman DP manager because she focused on being a manager of business resources with specialty in DP systems. The article focuses on Ms. Phillips's career history rather than on her characteristics which made her a success in her field.

[50] Stein, L. "Hiring For MIS," Management Information Systems Week, December 2, 1 9 8 1 , pp. 28, 30.

[51] Taggart, W. and Silbey, V. "A 'Balanced' Orientation for the Information Systems Manager," MIS Quarterly, Volume 3, Number 2, June 1979, pp. 21-33.

An analysis of the types of decisions the manager of a university DP department must make. Are they "system professional" (technically oriented) decisions or "user community" decisions? Data shows that manager must make both types of deci- sions on any given day. A balanced approach is the best. Each type of decision should require one or the other perspective and sometimes a combination of both.

[52] Towsen, J.F. "Many Managers Are Failures," Infosystems, September 1978, pp. 74 -f-.

[53] Whitmarsh, J. "Managers Draw Fire For Mismanaging Time," ComputerWorld, June 18, 1979, pp. 12, 14.

Discussion of the management of managerial time, a costly resource. Are you time/cost effective as a manager? Contains a "How do you spend your time?" checklist.

"Getting requirements for DP project takes least time {8% of the total time), but failure to get those requirements right in the first place extracts the greatest cost penalty; enhancement accounts for 70% of project time.

[54] Winkler, C. "A Manager Must Be Super- man, Conferees Told," ComputerWorld, October 20, 1980, pp. 20.

[55] Withington, F.G. "Coping with Computer Proliferation," Harvard Business Review, May-June 1980, pp. 151-164.

An article outlining "distributed respon- sibility" method for information systems management. One framework for VP of MIS/DP to view his or her role as a coor- dinator of corporate DP resources. Advocates noncentralized access/use, but centralized resource control and support.

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