Leadership For Innovation

In 2004, you told us about a new mandate emerging for IT: Cut costs, but at the same time enable innovation and create competitive advantage. Our follow-up survey on IT-enabled innovation, a supplement to our collected “State of the CIO” research, delves further into the role of IT executives leading business innovation. The conclusion: IT-enabled innovation touches every aspect of your business and thus has become a significant part of your job. Your Role The importance of your position as an innovator has increased, but your relationship with business unit leaders is still critical to your success at all stages of the innovation process. How much of your role is concerned with innovation? Where do innovative ideas come from? Who leads innovation initiatives? Who is accountable for innovation results? Methodology CIO’s survey on IT-enabled innovation was designed to gather additional information about the ways IT is contributing to innovation and how IT departments go about these contributions. The survey was conducted online from Nov. 1-30, 2004. A select group of CIOs recognized by CIO’s editors and industry leaders for their reputations of excellence in effectively managing IT were invited to take the survey. Results shown here are based on the responses of 83 IT executives. In terms of company size, 49% of the respondents were from organizations with more than 1,000 employees. A broad range of industries were represented in the study, including manufacturing (11%); finance (10%); insurance (6%); federal, state and local government (9%); and wholesale/ retail/distribution (7%).

In 2004, you told us about a new mandate emerging for IT: Cut costs, but at the same time enable innovation and create competitive advantage. Our follow-up survey on IT-enabled innovation, a supplement to our collected “State of the CIO” research, delves further into the role of IT executives leading business innovation. The conclusion: IT-enabled innovation touches every aspect of your business and thus has become a significant part of your job. Your Role The importance of your position as an innovator has increased, but your relationship with business unit leaders is still critical to your success at all stages of the innovation process. How much of your role is concerned with innovation? Where do innovative ideas come from? Who leads innovation initiatives? Who is accountable for innovation results? Methodology CIO’s survey on IT-enabled innovation was designed to gather additional information about the ways IT is contributing to innovation and how IT departments go about these contributions. The survey was conducted online from Nov. 1-30, 2004. A select group of CIOs recognized by CIO’s editors and industry leaders for their reputations of excellence in effectively managing IT were invited to take the survey. Results shown here are based on the responses of 83 IT executives. In terms of company size, 49% of the respondents were from organizations with more than 1,000 employees. A broad range of industries were represented in the study, including manufacturing (11%); finance (10%); insurance (6%); federal, state and local government (9%); and wholesale/ retail/distribution (7%).

In 2004, you told us about a new mandate emerging for IT: Cut costs, but at the same time enable innovation and create competitive advantage. Our follow-up survey on IT-enabled innovation, a supplement to our collected “State of the CIO” research, delves further into the role of IT executives leading business innovation. The conclusion: IT-enabled innovation touches every aspect of your business and thus has become a significant part of your job. Your Role The importance of your position as an innovator has increased, but your relationship with business unit leaders is still critical to your success at all stages of the innovation process. How much of your role is concerned with innovation? Where do innovative ideas come from? Who leads innovation initiatives? Who is accountable for innovation results? Methodology CIO’s survey on IT-enabled innovation was designed to gather additional information about the ways IT is contributing to innovation and how IT departments go about these contributions. The survey was conducted online from Nov. 1-30, 2004. A select group of CIOs recognized by CIO’s editors and industry leaders for their reputations of excellence in effectively managing IT were invited to take the survey. Results shown here are based on the responses of 83 IT executives. In terms of company size, 49% of the respondents were from organizations with more than 1,000 employees. A broad range of industries were represented in the study, including manufacturing (11%); finance (10%); insurance (6%); federal, state and local government (9%); and wholesale/ retail/distribution (7%).

In 2004, you told us about a new mandate emerging for IT: Cut costs, but at the same time enable innovation and create competitive advantage. Our follow-up survey on IT-enabled innovation, a supplement to our collected “State of the CIO” research, delves further into the role of IT executives leading business innovation. The conclusion: IT-enabled innovation touches every aspect of your business and thus has become a significant part of your job. Your Role The importance of your position as an innovator has increased, but your relationship with business unit leaders is still critical to your success at all stages of the innovation process. How much of your role is concerned with innovation? Where do innovative ideas come from? Who leads innovation initiatives? Who is accountable for innovation results? Methodology CIO’s survey on IT-enabled innovation was designed to gather additional information about the ways IT is contributing to innovation and how IT departments go about these contributions. The survey was conducted online from Nov. 1-30, 2004. A select group of CIOs recognized by CIO’s editors and industry leaders for their reputations of excellence in effectively managing IT were invited to take the survey. Results shown here are based on the responses of 83 IT executives. In terms of company size, 49% of the respondents were from organizations with more than 1,000 employees. A broad range of industries were represented in the study, including manufacturing (11%); finance (10%); insurance (6%); federal, state and local government (9%); and wholesale/ retail/distribution (7%).