Offering regional and national programs, CIO (and CSO) events bring together some of the most respected names and thought leaders in information technology and security. Presented by CIOs and other senior level executives, these invitation-only programs offer timely topics and strong networking. Learn More »
Public Council Teleconference: Application Rationalization — Hidden Costs and Smart Decisions
November 17 at 11:00 am US/Eastern (GMT-5)
Join Honorio Padrón, of The Hackett Group, who will share the drivers for companies to tackle application rationalization and the results of research that define the hidden cost of complexity. Additionally, we will discuss key decision milestones—to start or not, holding the course steady and fulfilling expectations.
Virtual Desktop Cost-Benefit Analysis — Michael Jacobs, Catlin Group
The analysis contained in this presentation measures the cost of everything from the machines and licenses to the infrastructure for virtual vs. traditional desktop environments.
Honor your best senior team members - Apply for the CIO Ones to Watch Award
Get well-earned public recognition for your top up-and-coming team members, your IT organization and your enterprise. Award winners will be announced, publicized and feted in May 2010, great timing to help attract new IT recruits to your company.
Learn more about the CIO Executive Council »February 01, 2002 — CIO —
Whether your title is CIO, CTO or some other variation, one of the highest-stakes business relationships you have is with your CEO. In an era in which technology has become a key strategic tool, an effective working relationship between the head of the company and the head of technology operations is vital to business success.
As CEO for the Vanguard Group, I’ve long been a believer in technology. My interest in IT dates back to the early 1980s, when I was involved in budget planning for Vanguard. Though we are an investment-management company first and foremost, it was clear then that Vanguard needed to transform itself into a technology company as well. Today, technology accounts for more than 40 percent of our operating budget. This year, we’ll spend 20 times as much on systems development as we do on advertising. Technology is a vital competitive weapon and a strategic tool for Vanguard. In fact, no single part of our company could function without IT.
I’d like to share my thoughts with you about what makes a successful CEO-CIO partnership, but first I should make a few disclaimers about my views on IT. As the head of an investment-management company, I see business issues through service-industry glasses. I also have a bias regarding organizational structures?our company takes a centralized and matrix approach to technology. We believe that there are powerful organizational advantages to structuring IS as a "center of excellence," with key personnel also reporting to business areas.
Unfortunately, as I write this column, our organization is mourning the loss of our longtime CIO, Robert A. DiStefano, who died unexpectedly in July at age 52. Bob was much loved and respected at Vanguard, and he was also admired throughout the industry?in fact, he was frequently quoted in this magazine. Bob and I worked together for 17 years in one of the longest CEO-CIO partnerships I’ve heard of. Our one-on-one sessions every other week typically lasted three hours and ranged across a spectrum of business topics, from technology to people issues to competitive developments.
In the course of choosing Bob’s successor, I gave a lot of thought to what makes a successful CEO-CIO partnership. Based on this experience, I offer this recipe.