CEOs’ lack of personal interest in technology is to
blame for the failure of most technology projects to deliver the
benefits expected of them within the original budget and time
constraints.
According to a survey of 20 CEOs and CIOs that was commissioned
by the Chartered Management Institute (CMI), CEOs
frequently ignore or misunderstand the strategic value available
from IT.
CEOs are also guilty of delegating responsibility for IT-enabled
change to technologists. When programmes become “tired” after 18
months or longer, CEOs fail to bring them back on track.
The CMI’s chief executive, Mary Chapman, said, “There are too
many examples where large sums have been written off with little
achieved. Often it is due to the ambivalence of senior executives
who leave their CIOs and IT managers to explore the options and
take the appropriate action.
“The risk inherent in this approach is of a leadership vacuum.
CEOs who fail to provide strategic direction or show personal
interest are unlikely to create the drive and inspiration in others
that is required for change to succeed.”
Related articles:
http://www.projectperfect.com.au/info_it_projects_fail.php
http://www.usdoj.gov/oig/reports/FBI/a0309/findings.htm
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