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This chapter describes the taking charge process that we discerned from our research data and from our interaction with executives. Taking charge is a longer process than simply the first 90 days of a new appointment. We provide an overview of the taking charge process, identifying three distinct phases: Entry, Stabilization and Renewal. For each phase, key activities and outcomes are identified and these are explored in the context of the transition types experienced by CIOs.

Every CIO steps into an existing organizational situation when they take over a new role. This inevitably shapes the type of transition they face and is an important context for the new appointment. For example, they might be coming into an organization where technology is seen as a problem, with a history of failed IT investments and significant relationship issues between the IT department that the CIO will now lead and the rest of the organization. This chapter discusses these different transition contexts and the consequences these have for the taking charge process.

This concluding chapter provides some direct advice and guidance from CIOs to CIOs taking on a new assignment. This counsel comes directly from these CIOs themselves in the form of self-penned contributions. These CIOs share their experience undertaking due diligence during the interview process, how they approached the first 90 days and the process of what comes after that. Their wisdom includes what worked for them as well as the pitfalls to avoid. They also reflect on what it takes to be successful as a CIO today.

This chapter provides guidance to CIOs on how to be more effective and ultimately play the role of a business executive with special responsibility for information technology in the organization. To this end, we have boiled our research down to ten key prescriptions for CIOs when taking on a new appointment. Following these recommendations will maximize the probability that a CIO will be successful in transition. We also share ideas on how to implement them.

Building relationships and having influence are key mechanisms in getting things done as a CIO. This chapter presents a framework that provides guidance for the CIO in building peer relationships and exerting influence. From our data, we identified different categories of CxOs that CIOs are likely to encounter in their work. Understanding these and how to engage and interact with each type is important in successfully taking charge. In this chapter, we also introduce the concept of social capital, suggesting that this is really what the CIO is building in the early weeks and months of their tenure. It provides them with the resource to get things done.

The Chief Information Officer (CIO) role has evolved over the decades and continues to do so, resulting in a C-suite role that has become very ambiguous. In addition to tracing the origins of this ambiguity, this chapter surfaces the consequences this has for a newly appointed CIO. The chapter also explores the emergence of Chief Digital Officers and Chief Data Officers (confusingly both CDOs!) and what this means for the positioning of the CIO and the IT leadership role.

This chapter examines how new leaders “fit in” to an organization. It introduces research that lays the foundation for what will be discussed in the remainder of the book as it pertains specifically to CIOs. Two specific streams of research are reviewed. The first is role theory, which describes how a person’s role is shaped. The second, organizational socialization, which describes the process of actions taken by the organization to shape how individuals fit into it. However, senior executives do have influence over how their roles are defined and leader socialization is a much more complex process of mutual adjustment. They also have influence in shaping expectations rather than merely “fitting in”. Messages of relevance for an IT leader are deciphered and their implications outlined.

This chapter focuses on the organizational environment within which the CIO operates. As a CIO takes charge, it is imperative that he/she has a clear understanding of the different elements of the organizational environment that can impact his/her ability to succeed. These can significantly influence what the CIO can and can’t achieve and the speed at which they can initiate changes they might deem necessary to make. Many of these elements are outside the direct control of any CIO; however, they can be in a position to influence them.

This chapter dives into the details of the taking charge process: its phases, key activities and outcomes. Each of these is explained in-depth and illustrated with extensive quotes from CIOs who contributed their experience with us. We demonstrate how each phase builds on the previous phase. The activities within each phase contribute to a different outcome for the CIO as they progress from newcomer to being acknowledged as a strategic business leader within the organization.

This chapter presents the CxO perspective, particularly their insights as to why, from their experience, CIOs derail. These are the views of peers that CIOs will have to work with to shape and accomplish their vision. The research is overwhelming in its findings that success with digital is very much a team sport; galvanizing the leadership team around a digital vision and the actions that will be necessary becomes paramount. Unfortunately, this is often easier said than done.