Solve the CIO problem by properly organizing our capital

Our CIOs have a problem. One person has to have capabilities in managing all of our capital. The CIO has to have professional capabilities with the enterprise management strategy, technology, equipment and network operations, human capability management, business organizations, and business processes. The CIO also needs to have capabilities with all types of enterprise information capital data, knowledge, records, and intelligence. We now propose CTO to handle technology needs. The idea of splitting out management of our capital based on capabilities required is valid, but we must do it right. The same problem extends down from the CIO into the IT function. IT has to have cobs in all these areas as well. All enterprises that I have evaluated have problems somewhere or another because IT does not have the capability to handle all of its responsibilities. We have such examples as: > Business change being stuck in the technical IT backlog > Information systems managed as technology and interfaced with the business rather than being integrated and managed as part of the business process > The analysis of business improvement needs being separated from the business and being satisfied by technology rather than precisely defined business improvements for benefit > Users assistance in help centers that is restricted to how to use technology per se and is no help in using technology to solving business problems > Stress in data and records with little support a capability for knowledge or intelligence > System utilization managed as system availability or a service level rather than managing the utilization of the system to create value for the enterprise So how do we solve the CIO problem and the problems faced by IT. This is one of the issues we are discussing at the Business Change Forum, in order to define problems with conventional methods and to discover breakthrough in enterprise management. The road of the problem goes back to the xxx of IT. Our business processing used to be managed by each business unit with support from our organization and methods kind of unit. They we started employing more technology in our business processing that required special professional capabilities, so we set up data processing to develop the programs and to operate the expensive xxx technology. So now we processed data separate from the business. From here on things just evolved into Information Technology units. We ended up with difficult to manage empires, so we appointed a xxx in the CIO. But what has happened to the rational that set up data processing. We no longer need much programming capabilities since we are using packages. The systems are much more pervasive and familiar so everyone in the enterprise has at least, basic capabilities. More and more of our computer power is operated by the users, within IT handling the connecting architecture and network. Basically, we should rethink IT and all of our capital using the basic premise. "What professional capabilities are required to manage and support our capital". We also need to rethink the meaning of capital utilization. We think of utilization as being used. We need to think of and manage utilization as being used for measured benefit that provides the return on our investment in capital. For years IT has gotten away with providing equipment or a service, and nobody managed how IT was utilized to benefit the business or to provide the return on IT investments. We understand and structure all of our capital to satisfy three important needs. > To apply the proper professional capabilities to operate and support the capital > To provide the capital in such a way that it can be integrated and utilized by the business to produce benefit > To manage the performance of capital across the enterprise to ensure that utilized, improved, and developed properly to provide the return on investment When we really examine the capital we employ in the enterprise to define it, structure it, and manage it properly, we will automatically solve the problems of mismanaged capital, and the organization of IT. The CIO would no longer be one individual expected to do everything there would be separate professional with capabilities to manage each category of capital.