314 INFORMATION TECHNOLOGYand business applications. !e “fth refers to strategic uses of technology; CEOs have reached a stage at which their judgment onusing technology and business is independent and can be used toself-educate. !us, as CEOs grow in knowledge of business usesof technology, they can become increasingly more understanding ofthe multiplicity of uses, can become more integrated in how theyconceptualize technology, can manage its implementation from anexecutive position, and can apply strategies to support new applications of technology in the organization.De!nitions of Maturity Stages and Dimension Variablesin the CEO Technology Best Practices ArcMaturity Stages1. Conceptual knowledge of technology: !is “rst stage representsthe CEO’s capacity to learn, conceptualize, and articulate keyissues relating to business uses of technology, organizationalstructures available, executive value methods, executive ethical issues surrounding technology, and leadership alternativesthat are needed to be successful with technology applications.2. Multiplicity of business perspectives of technology: !is stageindicates the CEO’s ability to integrate multiple points ofview from management, sta#, and consultants about technology applications in business. Using these new perspectives,the CEO augments his or her conceptual skills with technology, has an expanded view of what organizational structuresmight work best, expands his or her executive values abouttechnology uses, is increasingly aware of the ethical dilemmaswith technology, and enhances his or her leadership abilities.3. Integration of business uses of technology: Maturing CEOs accumulate increased understanding of how technology can support the business, provide more competitive advantage, andhave a more integrated understanding of how to use theirconceptual skills about technology, of the alternative organizational structures available, of how to combine their businessexecutive value and ethical systems, and how to develop e#ective levels of executive leadership.TOWARD BEST PRACTICES 3154. Implementation of business/technology process: CEOs achieveintegration when they can regularly apply their conceptualknowledge of technology, organization structures, executivevalues and ethics about technology, and executive leadership,appropriate for performing their job duties, not only adequately, but at a level that provides a competitive advantagefor the organization.5. Strategic uses of technology: Leadership is attained by theCEO when he or she can employ conceptual skills, developnew organizational structures as necessary, establish newvalues and ethics that are appropriate for the organization,and create a sense of executive presence to lead the organization strategically. !is CEO is capable of having new visionabout how business and technology can be expanded intonew endeavors.Performance Dimensions1. Technology concepts: Concerns conceptual skills, speci”callyrelated to understanding how technology can be used in thebusiness. !is dimension essentially establishes the CEOas technically pro”cient, conceptually, and forms a basis formovement to more complex and mature stages of business/technology development.2. Organizational structures: !e knowledge of the alternativeorganizational structures that can support the applicationof emerging technology in corporate settings with regard toroles, responsibilities, career paths, and organizational reporting alternatives.3. Executive values: Measures the CEO’s ability to articulate andact on mainstream technological values credited with shapingthe work ethic: independent initiative, dedication, honesty,and personal identi”cation with career goals, based on thephilosophy of the management protocol of the organization.4. Executive ethics: Re$ects the CEO’s commitment to the education and professional advancement of the behavior of theorganization as it relates to business uses of technology.316 INFORMATION TECHNOLOGY5. Executive leadership: Involves the CEO’s view of the role ofan executive in business, and the capacity to succeed in tandem with his or her organizational resources. Aspects includea devotion to organizational learning and self-improvement,self-evaluation, the ability to acknowledge and resolve business/technology con$icts, and resilience when faced with personal and professional challenges.Figure 12.6 shows a graphic view of the CEO technology bestpractices arc. Each cell in the arc provides the condition for assessment. !e complete arc is provided in Table 12.2.Middle ManagementMiddle management, which comprises a number of tiers, is perhapsthe most challenging of best practices to de”ne. In Chapter 3, I strati-“ed the di#erent types of positions that make up middle managersinto three tiers: directors, line managers, and supervisors. What ismost important at this point is to determine the set of technologybest practices for managers so that they can e#ectively operate underROD. !at is, technology best practices must be designed to containthe insights and skills for e#ective management of technology. !ismust include1. Working with IT personnel2. Providing valuable input to the executive management team,including the CEO3. Participating and developing a technology strategy withintheir business units4. E#ectively managing project resources, including technicalsta#5. Leading innovative groups in their departments6. Incorporating technology into new products and services7.Developing proactive methods of dealing with changes intechnology8. Investigating how technology can improve competitiveadvantage.
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