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Although the average tenure of CIOs has increased over the last years, the majority of CIOs have been in their positions for only three years or less. Nevertheless, some CIOs have been successful in their position for a long time. In this study, we use tenure as a proxy for success as a CIO. The goal of this paper is to examine factors that are critical to the success of long-term CIOs. For this purpose, we created and analyzed resumes of 384 CIOs. Out of these 384, we conducted 19 interviews with CIOs from top-tier companies and collected and analyzed both qualitative and quantitative data. In the process, we were able to identify nine factors that are critical for the success (CSF) of CIOs. These factors fall into three categories. Category “Personality” includes “Accepting and embracing change” (CSF #1), “Being perseverant to pursue long-term goals” (CSF #2), “Anticipating the future through visionary thinking” (CSF #3), and “Being empathetic to deal with uncertainty felt by co-workers” (CSF #4). The “Role Fulfilment” category includes “Cross-functional involvement and integration of the IT organization” (CSF #5), “Positioning and restructuring of the IT organization” (CSF #6), and “Well-connected and communicative leadership” (CSF #7). The “Organizational Environment” category consists of “Availability of skilled workforce” (CSF #8) and “Reporting line to the CEO” (CSF #9). CSFs 1, 2, and 3 were perceived as most important by the participating CIOs. The results may be of particular interest both to aspiring CIOs and equally their employing organizations, as they reflect what long-term CIOs value during their time in office.
Die vorliegende Studie untersucht Schlüsselfaktoren erfolgrei-
cher CIOs in deutschen Großunternehmen. Mit einer mittleren Verweildauer (Median) von 4,0 Jahren weisen deutsche CIOs, die mit 43 % noch überwiegend an den CFO berichten, im Vergleich zu anderen C-Level-Positionen eine deutlich kürzere Verweildauer im Amt auf. Die Ergebnisse aus 60 Interviews mit erfolgreichen deutschsprachigen CIOs, die primär über eine überdurchschnittlich lange Verweildauer verfügen, lassen verschiedene Schlüsselfaktoren für den Erfolg erkennen: Grundvoraussetzung ist stets die Gewährleistung eines sicheren und effizienten IT-Betriebs. Über effektive und innovative Change-Projekte machen die interviewten CIOs den IT-Mehrwert transparent und agieren als Brückenbauer zwischen IT und Fachbereichen. Dadurch wirken sie positiv auf die Firmenkultur ein und etablieren die IT nachhaltig in den Fachbereichen als Erfolgsfaktor. Erfolgreiche CIOs selbst sind keine „Techies“, sondern zeichnen sich durch hohe Führungskompetenz und ein hohes Geschäftsverständnis, gepaart mit visionärem Denken aus. Dadurch gelingt es ihnen, die IT zukunftsorientiert auszurichten und Anforderungen und Potenziale für und aus den Fachbereichen frühzeitig zu antizipieren. Die zukünftige Entwicklung der CIO-Organisation und der Paradigmen in der IT wird durch die Studienteilnehmer hingegen teilweise kontrovers diskutiert – so gibt es beispielsweise bei der Beurteilung der Sinnhaftigkeit und Relevanz der CDO-Position noch kein einheitliches Meinungsbild.
Organizations are under increasing pressure to develop applications within budget and time at high quality. Therefore, multiple organizations adopt Low Code Development Platforms (LCDP) to develop applications faster and cheaper compared to traditional application development. However, current research on LCDP adoption lacks empirical grounding as well as a deeper understanding of the importance of adoption drivers and inhibitors. We conducted semi-structured interviews and a Delphi study with seventeen experts to address these gaps. As a result, we identified twelve drivers and nineteen inhibitors for adopting LCDPs. We show that the experts have a consensus on the most and the least important drivers and inhibitors for LCDP adoption. Yet, the ranking of the drivers and inhibitors between the most and least important is highly context dependent. For some drivers and inhibitors, the experts’ ranking is similar to academic literature, whereas, for others, it differs. In conclusion, the study at hand empirically validates drivers and inhibitors for LCDP adoption, adds six new drivers and six new inhibitors to the body of knowledge, and analyses the importance of these factors.
Although adopting Low Code Development Platforms (LCDPs) promises significant efficiency and effectiveness improvements for application development, its adoption still needs further empirical research. This paper uses a combinatorial approach to research LCDP adoption and presents the results of a multiple mini case study with 36 cases on LCDP adoption. A combination of the Socio-Technical Systems theory and the Technology-Organisational-Environment model is used as a theoretical lens. In this paper, we show that LCDP adoption is a multifaceted phenomenon and identify three archetypes for LCDP adoption (i.e., IT Resource Shortage Mitigators, Application Development Democratisers, and Synergy Realisers) and one archetype for LCDP non-adoption (i.e., Intricacy Adversaries). Each archetype can be interpreted as an individual path towards LCDP (non-)adoption. Based on these archetypes, we derive seven starting points for practitioners to adopt LCDPs in work systems. Moreover, by using the theoretical lenses, the paper shows that for an LCDP adoption to occur, an optimisation of the social and technical sub-systems is required.