Towards a New Perspective on the Dynamic and Changing Nature of Information Management and the CIO

Version: 1_pub (final, public version), 21-08-2014

Reinier van der Plank Student ID: 10122699 MSc Thesis – Information Studies: Business Information Systems University of Amsterdam – Faculty of Science [email protected] / [email protected]

Supervisor: drs. Toon Abcouwer University of Amsterdam – Faculty of Science [email protected]

Abstract. In this paper, performed research regarding information management and the role and competencies of the CIO (Chief Information Officer) is discussed in relation to change and changing dynamics (using the Adaptive Cycle of Resilience). In the study, change and changing dynamics were explored both within and in relation to the chosen subjects. In the context of dynamic change, Information management and the CIO are both subjects that have not been researched extensively. Goal and aim of this paper is therefore to first get a clear understanding of (possible) influence(s) of dynamic change on information management and the CIO and secondly to explore if this results in a new perspective. A literature study has been performed to get a better understanding of change in general and (the different views) on information management and the CIO. The literature study and derived conceptual framework was then used as a starting point to conduct 17 interviews to explore the subjects separately, together with the (possible) relationships between the various subjects and the possible influence of dynamic change. The interviews show that dynamic changes are indeed influencing both information management and the CIO and that it is becoming increasingly important to be able to recognize and (be able to) respond to these changes, therefore influencing the core aspects of the role and related competencies. However there are also clear visible changes within the researched topics; resulting in the need for a new perspective. This new perspective is presented and discussed in this paper. Both literature, practice and the results of the conducted interviews show that the new perspective is based around a few key aspects. One: a shift of information management towards the business and information on a strategic and structural level within the organization. Two: within this shift, two core aspects are visible; one focused more on strategy and innovation while the other is closer related to structure, operations and the (connection to) various other (related) aspects of information management. These two core aspects combined result in a new iteration of the Amsterdam Information management Model; the Amsterdam Information management Model 2 (AIM2). Within these two new core aspects two roles can be derived that can be placed within the general Chief Information Manger role: the (Chief) Innovation Officer and (Chief) Process Officer, each role closely related to one of the core aspects of information management within the new perspective. The last part of the new perspectives lies within the competencies that are required. A new version of the earlier researched Amsterdam Information Manager Model is therefore presented. In the new version, the four core competencies relate partly to the (new) dynamic nature of the CIO and its environment. Based upon earlier performed research and the conducted interviews according to the new version, the so called Amsterdam Information Manager Model 2 (AI2M2) or Amsterdam CIO Model 2 (ACM2), the four core competencies are: critical and analytical thinking skills, affinity with innovation and IT, adaptive and interpersonal skills and process and business knowledge. The new perspective is especially visible within the analytical and adaptive skills and the affinity with innovation. In conclusion there are clear relationships and influences visible between (dynamic) change, information management and the CIO. These relationships and influences clearly show (the need for) a new perspective within the various aspects of information management and the related roles and competencies.

Keywords. Information Management, Business-IT alignment, Chief Information Officer, CIO, Information Manager, Chief Innovation Officer, Chief Process Officer, Amsterdam Information management Model, AIM, Amsterdam Information Manager Model, AI2M, Amsterdam Information Manager Model 2, AI2M2, Amsterdam Information management Model 2, AI2M, change, innovation, adaptive cycle of resilience, competency, competencies, competency profiles

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

“Information technology and business are becoming inextricably interwoven. I don't think anybody can talk meaningfully about one without talking about the other.” (Gates, 1999) ― Bill Gates, 1999

1. Introduction Continuous changing and shifting dynamics within the economy (R. R. Nelson & Winter, 2009; Weeks, 2011) and the field of information and communication technology (Corrado & Hulten, 2010; Rosenberg, 1998; Tapscott & Caston, 1993) are becoming increasingly apparent. These changes and shifts from and towards uncertainty, require us to question ourselves and the things around us as shown for example on a technological level in the work by Heidegger (1954). In this work Heidegger, discusses the fact that technology should be questioned to make it possible to free ourselves from a limiting way of experiencing the world. However, within the topic of information management, often referred to as Business-IT alignment (BITA) (Maes, Rijsenbrij, Truijens, & Goedvolk, 2000; Reich & Benbasat, 2000), research on changing dynamics is underexposed and not researched extensively. Information management is still a rather indistinct discipline in both practice and scientific research (Maes, 2007) and is a broad area that deals with the business, information and technology and the relations between them as defined by Maes (2007): It (information management) deals with the management of information as a business resource and, hence, encompasses all the processes and systems within an organization for the creation and use of information. Further, given the ubiquitous nature of information and communication technology (ICT), the business - ICT relationship has traditionally been a point of particular interest in IM. (p. 3) Current research on information management (IM) is limited and primarily focused on the relation and alignment between business and IT. Previous studies have examined the way in which the subject itself evolves in scientific research (Chan & Reich, 2007, 2011), the way the maturity levels of business-IT alignment (BITA) are changing within organizations (Luftman, 2004; Luftman & Kempaiah, 2007) and the role of the Information Manger often referred to (in scientific research) as the Chief Information Officer (CIO) in connecting IM to practice (Gupta, 1991; Maes, 2007). There is extensive research that indicates the way in which information management (or business IT alignment, as it is often referred to in literature) influences, changes or relates to other areas. For example how it relates to: performance of an organization (Chaffey & White, 2010; Mithas, Ramasubbu, & Sambamurthy, 2011), organizational structures (Leifer, 1988), social dimensions (Reich & Benbasat, 2000), governance (De Haes & Van Grembergen, 2009), competitiveness (Gupta, 1991) and knowledge (Choo, 1996). However, dynamic changes within or in relation to information management is not subject that has been studied comprehensively. This indicates a research gap: the relation between the subject of change and information management, in both research and practice. This paper aims to fill the research gap by further exploring the relation between dynamic change and information management. As such, the goal of this study is to explore the topic of change, not merely to understand how it influences information management, but as a discussion point on whether information management is changing. The goal and aim of this paper can be summarized by the two points below: 1) A clear understanding of the influence of dynamic changes on information management/the CIO. 2) A new perspective on the dynamic and changing nature of information management the CIO. The first analysis will enable the reflection in the second section. Starting point for the discussion is based on earlier research focusing on the role of the information manager (Abcouwer & Goense, 2010, 2013a) and information management (Abcouwer & Goense, 2013b) during change that will be explored further in this paper and matches the first goal. Earlier research by this author showed shifting dynamics in information management, however, focusing on shifts within competency profiles of the CIO through a performed literature study (Van der Plank, 2013), this will be broader investigated and researched matching the second goal. The paper is structured in the following manner: first the research questions (main question and sub questions) are explained and connected to the various goals and aim of the research mentioned above. Then the methodology is discussed, the approach further specified and connected to the research questions. What follows is a literature study is performed extending the view on the topics discussed. This literature study results in a conceptual framework discussing the connecting with the different topics and models of the literature study to the view of the author. Next is the analysis of the interviews, which are also discussed in relation to the literature review and the conceptual framework. Subsequently is the discussion of the new perspective on the changing dynamics of information management and lastly ending with the conclusions drawn from the performed research in which the research question is also answered and discussed.

1.1. Research question By connecting the research gap, goal of the paper and earlier research used as a starting point as discussed above, the following main research question can be derived:

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

“What are the effects of dynamic changes on (the perspective of) information management and the role and competencies of the CIO?” The research question contains three topics that require exploring: change, information management and competencies. Within the scope of this research, each will be analyzed by one specific model. For change the Adaptive Cycle of Resilience (Abcouwer & Parson, 2011) will be used. For information management and the Information Manager or CIO, the Amsterdam Information Management Model (AIM) (Abcouwer, Maes, & Truijens, 1997) will be used. Even though the information manager and chief information officer (CIO) can have different positions or act on a different level within the organization, this author states that it does not greatly influence the roles, tasks and competencies; they are only used on a higher or lower level within the organization as supported in other research (Grover, Jeong, Kettinger, & Lee, 1993). Therefore in this paper the role will mostly be referred to by using the most common internationally used term (in scientific research) of CIO, but they are used interchangeably in this paper. For the competencies of the CIO the Amsterdam Information Manager Model (AI2M) (Van der Plank, 2013) will be used. The three models will be explored and discussed later on. By limiting and scoping the research the result is the main research question “RQ” as shown below, in which the different models are added. For the remainder of this paper RQ will be used: RQ: “What are the effects of dynamic changes (as stated in the ACoR) on (the perspective of) information management and the role and competencies of the CIO (as stated in the AIM and AI2M models)?”

To answer the main question, six subsequent questions have been devised. The first three (SQ1, SQ2 and SQ3) focus on explaining and extending the view of different models and theories central to this paper.

SQ1: What is change? Can the ACoR model help to better understand change? SQ2: What are the current views on information management? SQ3: What are the current views on the role and competencies of the CIO? The following three subsequent questions (SQ4, SQ6 and SQ6_ focus on the relation between the different models in SQ1, SQ2 and SQ3, and relates to the two research gaps mentioned earlier.

SQ4: In what way do dynamic changes influence (the focus of) information management? SQ5: In what way do dynamic changes influence (the focus of) the role and competencies of the CIO? The questions above considers the change to information management/CIO relationship relating to the first goal mentioned in the introduction: “A clear understanding of the influence of dynamic changes on information management/the CIO”.

SQ6: Is a new perspective on information management and the role and competencies of the CIO visible (or required)? This final subsequent question considers the information management/CIO to change relationship. Therefore this sub question is connected to the second goal as mentioned in the introduction: “A new perspective on the changing nature of information management the CIO”. This means that the impact as stated in RQ is a combination of SQ4, SQ5 and SQ6 with a relation to SQ1, SQ2 and SQ3. .

2. Methodology For this study the chosen approach is to perform qualitative research and, more specifically, to conduct semi- structured interviews. Qualitative research aims to describe and research from ‘inside out’ or in other words from the perspective of the people who participate. This contributes to a better understanding of social realities, (meaning) patterns, processes and structural features (Jenner, Flick, von Kardoff, & Steinke, 2004). The reason for selecting qualitative over quantitative research is because significant (contextual) insights into the real lives of participants and their life-worlds are essential, and can only be gained through such an approach. This statement is supported by the description of qualitative interviews by Kvale (1983): “The qualitative research interview to be treated here is an interview, whose purpose is to gather descriptions of the life-world of the interviewee with respect to interpretation of the meaning of the described phenomena” (p. 174). These views on qualitative research correspond to the twin goals of this paper in attempting to go beyond mere research into information management in relation to the influences by dynamic changes; it also gives context and meaning through interviewees’ descriptions of these changes, enabling them to reflect on this changing nature (the second aim of this paper). To answer the main research question, the research has been divided into two parts. The first part is a literature study that explores the different topics covered by the research question; change, information management and roles/competencies and further discussing the models used. Second, interviews are conducted to relate the various subjects to practice, and to research the relations between them.

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

The table below (table 1) indicates that the link between the different research methods and the (subsequent) research questions is made explicit. It is thus possible to state that, based on the expected outcome of the research, validity is ensured.

Method: Literature Interviews Expected outcome Research questions: study SQ1: What is change? Can the ACoR model Extended view on change and help to better understand change? the ACoR SQ3: What are the current views on the role Extended view on information and competencies of the CIO? management SQ3: What are the role and competencies of the Extended view on the CIO CIO? SQ4: In what way do dynamic changes Clear understanding on the influence (the focus of) information effects of change on management Information Management SQ5: In what way do dynamic changes Clear understanding on the influence (the focus of) the role and effects of change on the CIO competencies of the CIO? SQ6: Is a new perspective on information Clear understanding on the management and the role and competencies of changing, shifting dynamics of the CIO visible or required? IM and the CIO RQ: “What are the effects of dynamic changes A new perspective on the (as stated in the ACoR) on (the perspective of) changing nature of Information information management and the role and Management and the CIO competencies of the CIO (as stated in the AIM and AI2M models)?” Table 1: The different research questions, the used research method and expected outcome

2.1. Literature study A literature study as defined by Saunders et al. (2009) is a “Detailed and justified analysis and commentary of the merits and faults of the literature within a chosen area, which demonstrates familiarity with what is already known about your research topics” (p. 590). The literature study performed in this paper, and which supports the anticipated outcome, focuses on extending the views on the different topics subjects within this paper. More specifically, those topics as mentioned in the main research question: change, information management, the roles and the competencies of the information manager or CIO). The literature study has is also been used performed to enlarge the views on the models used for scoping the research, structuring the interview (questions) and for creating the coding scheme.

2.2. Interviews The second part of this study consists of semi-structured interviews. Semi-structured interviews are defined by Saunders et al. (2009) as, “Wide-ranging category of interview in which the interviewer commences with a set of interview themes but is prepared to vary the order in which questions are asked and to ask new questions in the context of the research situation” (p. 601). Saunders et al. (2009) further states that semi structured (in-depth) interviews, “can be very helpful to find out what is happening [and] to seek new insights” (p. 322) and, “may be used in order to understand the relationships between variables” (p.322). It was decided to conduct semi-structured interviews rather than, for example, structured or unstructured interviews, and to conduct those interviews in a natural manner (for this reason the interviews were also held in Dutch, being the native language of the interviewees). This enabled new paths and topics to appear during the interviews, and encouraged the interviewees to ask questions in whatever sequence was most appropriate for the different interviewees. However, to ensure that they remained relevant to the topics of the research, the interviews were gently guided in a particular direction were needed sufficient to keep them aligned with the anticipated outcome by using an interview structure with pre-defined questions. However, no-predefined questions were used concerning the discussion/reflection on the new perspective stated in SQ6. The reason for this decision lies in the hope that an interviewee’s personal perspective would ideally emerge naturally through the other pre-defined questions, which a sample interview did in fact confirm. The same sample interview also showed that the discussed subjects were correctly chosen and that the pre-defined questions worked in a promising way, providing a good starting point for a discussion and reflection on the topics in general. This decision corresponds to the nature of this study, where participants are not strictly limited to the questions asked. As a closure for each section in the interview a proposition was presented which made it possible for the interviewees to view the discussed subject from a different perspective after discussing the questions. The anticipated outcome of the interviews is to gain a clearer view of the various topics under

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO discussion. This clearer view should be interpreted by using the following three components: 1) Discussion of the different topics of this paper, and connecting the different models used (e.g. discussion of information management and the related AIM-model) 2) Searching for relations and connections between the different models and topics (e.g. change and information management by connecting the ACoR with the AIM-model). 3) Using the above two components as a starting point to reflect on the changing nature of the subjects (e.g. a shift within the role of the information manager). The final used interview structure, relating directly to the different sub questions that was used in all 17 interviews (being slightly edited after the first sample interview) is located in appendix A. The final interview questions were directly connected to the different sub questions that are part of this research. Even though the interview questions were related directly to the sub research questions, they were not asked in that order. This decision was made to make sure that the interviewees were not led to any conclusions or directions because of the structure of the questions. When creating the interview questions, the various aspects of making good interview questions were considered. For example regarding the length of the questions, biased questions, leading questions, double-barreled questions (Robson, 2011).

2.3. Data collection: validity and data saturation Conflicting statements and views exist on the number of interviews required to ensure validity in scientific research. A comparative analysis conducted by Guest et al. (2006) shows that the suggested amount ranges from 6 (Morse, 1994, p.225), 6 to 8 for a homogenous sample, 12 to 20 for disconfirming evidence and maximum variation (Kuzel, 1992), 15 (Bertaux, 1981), between 5 and 25 for a phenomenological study and 20 and 30 for a grounded theory study (Cresswell, 1998). A more commonly used method to define the number of interviews required is data saturation. The concept of data saturation was introduced by Glaser and Strauss (1967) and refers to the point in data collection when no new additional data are found that develop aspects of conceptual category (Francis et al., 2010; Glaser & Strauss, 1967) or in other words as stated by Mason (2010): “when the collection of new data does not shed any further light on the issue under investigation” (introduction, para, 2). Mason also states that: “while there are other factors that affect sample size in qualitative studies, researches generally use saturation as a guiding principle during their data collection” (introduction, para, 3). Besides expertise in and relation to the field of research, interviewees were not purposely searched or chosen with the aim of increasing the validity of the data collection, however, availability, both from the perspective of the interviewer and interviewee affected the overall sample. Further efforts have been made to contribute to the validity of this research in a variety of ways. Interviewees were informed prior to their approval about the aim, direction and topics of the study and interviews. It was additionally explained to the participants that the interviews would be processed anonymously (see the main part of the invitation in appendix A). In order to enhance data quality, the main questions of the interview were provided beforehand (as part of the invitation). As a verification strategy for the different components of this study, research reflective meetings were held with three employees at Quint Wellington Redwood, a consultancy company in Amsterdam in the Netherlands. The three reflective meetings were held for various reasons and at different times during the study. The first one was held before the first interview in order to reflect on the approach, aim, interview structure, and to check if the results were verifiable by reflecting on them in a practical context. The second reflective meeting was held after the first few interviews, and its purpose was to reflect on the intermediary findings and to seek confirmation of the chosen approach. The final meeting was held after most of the interviews were conducted, with the primary aim of discussing the preliminary results and to further connect them to practice by checking if they were verifiable and occurred in practice.

2.4. Data collection: Participants A total of 17 interviews were conducted for this research. Each lasted between 45 minutes and 2 hours, with an average of 70 minutes. Of the total of 17 interviews, 16 were face-to-face while 1 was conducted video-to-video via Skype. Even though the interviewees work in different jobs/roles and industries they all have a comparable relationship and expertise regarding the topics discussed in this paper. The sample interview is counted towards the total amount, because the interview structure and questions did not change greatly after this interview. However one question, derived from a discussion in the sample interview, was added; some questions were removed to reach the estimated 60 minutes of interview, and the order of some questions was changed after the sample interview. As previously stated, interviews were conducted with the aim of reaching data saturation. This is the point where no new information, insights or themes are observed (Guest, Bunce, & Johnson, 2006). In this study that point was reached after 12 conducted interviews, consistent with previous research (Guest et al., 2006). While the remaining 5 interviews already scheduled were not cancelled after the 12th interview, no further

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO interviews were scheduled as a result of reaching the point of data saturation. It was decided to conduct 5 more interviews (for a total of 17) to get views and perspectives from as many industries and sectors as possible and to a lesser extent for further confirmation purposes. The saturation of the data was confirmed after the last 5 interviews did not lead to new insights. Because of the anonymous nature of the interviews the names of the interviewees will not be included in this paper. Because the interviews are numbered in the order they were conducted, the list of interviewees below has been randomized so no statements can be traced back to the interviewee it originated from. The interviewees worked at both non-profit and profit organizations, close to an equal distribution.

Profession / Occupation Sector / Industry Head of Information Management Health care Director IT Operations Consultancy Information Manager Consultancy (focus in security) Coordinating Information Manager University Project Manager Government Agency (health care) Head of process and information management Government Agency (building management) Information Advisor Government Agency (transport) Information Manager Research Institute Information Manager Financial Information Architect Government Agency (education) Team Leader ICT Housing Corporation / Public Housing Principal Advisor Consultancy (BITA) (cluster) Information Manager Local Government CIO University Division Information Manager Real estate and Asset Management Manager ICT Infrastructure Pension Administration Technology Officer ICT Consultancy Company Table 2: Overview of the participants/interviewees, their professions, and the sector they work within.

Even though the table 2 above shows the current occupation and sector, the interviewees were not limited to their current profession. Interviewees were allowed (and encouraged) to also use previous and other experience within the field of research. One example is that the interviewees working at a consultancy company were allowed to use their experience from multiple other companies and sectors encountered in that role. Another example is that interviewees could also relate to previous work experience or their experiences witnessed in their surroundings (outside of their own occupation).

2.5. Data analysis: Coding For analysis the interviews were recorded, following permission from the interviewees. These recordings were then transcribed verbatim in order not to lose valuable data, turning speech into a static and permanent form (Lapadat, 2000). To further specify the chosen method the transcripts were processed in a denaturalized manner. A denaturalized approach attempts a verbatim representation of speech (Oliver, Serovich, & Mason, 2005). However the focus of a denaturalized approach as stated by Oliver et al. (2005) is on: “the substance of the interview, that is, the meanings and perceptions created and shared during a conversation” (denaturalized transcription, para, 1). Therefore a denaturalized approach does not specifically aim, for example, at involuntary vocalization (Oliver et al., 2005). The transcripts were then sent to the interviewees for authorization and only further analyzed after approval. Both positive and negative statements deriving from the interviews were compared and processed for the comparative purpose of this research. As stated previously, reflective meetings were held at Quint Wellington Redwood and with the supervisor of this thesis to make a better connection to both practice and scientific research. The data that resulted/emerged from the conducted interviews was analyzed by making use of coding. According to Gibbs (2007) coding has a central role in qualitative research making it possible to define what the data you are analyzing are about (Gibbs, 2007). Coding made it possible to compare the various statements by the interviewees regarding the various subjects discussed within the interviews and to make it possible to get an overview of the various subjects that came forward within each question. The coding scheme was based upon earlier researched concepts (Boeije, 2005; Robson, 2011), with the initial coding scheme being derived from the performed literature study and conceptual framework. However, codes were later added to the coding scheme based and derived from the results of the interviews and findings. Straus and Corbin (1998) state there are three types of coding; open coding, axial coding, selective coding (Corbin & Strauss, 1998). All three methods have been used within this paper. Open coding, or the process of breaking down, examining, comparing, conceptualizing and categorizing data (Boeije, 2005; Corbin

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

& Strauss, 1998) was performed at the start of the analysis and was used to get an initial idea regarding relevant subjects and statements within the interviews. However the relevance of the data was monitored, based upon the focus of the research and therefore not all statements were coded. Open coding can assist to make data better manageable and organized. This resulted in the first coding scheme (Boeije, 2005; Corbin & Strauss, 1998). After the phase of open coding, Axial coding was used for various reasons; making connections between categories, adding new codes or dividing codes were needed and to get a better overview of the importance of certain subjects (Boeije, 2005; Corbin & Strauss, 1998). The categories that derived within the Axial coding phase were in some cases directly related to the questions asked or propositions stated during the interviews. During the Axial coding phase, the number of codes used were also reduced by merging certain codes. The main goal was to organize the data that was derived from the open coding phase (Boeije, 2005; Corbin & Strauss, 1998). Finally selective coding was used to select the core categories, relating them to other categories and further refining categories or codes within categories (Boeije, 2005; Corbin & Strauss, 1998). The sub questions and questions asked also played an important role regarding the decision on the core categories and separation of the different categories. During the selective coding phases new data was adding keeping in mind certain new categories and subjects (e.g. discussing the AI2M competencies separately instead of a general agreement on the profile after it became apparent certain competencies were more relevant than others). This made it possible to discuss certain categories and codes within or in relation to certain sub questions and subjects in general. In conclusion all relevant statements to the research, from the perspective of the researched, were coded and analyzed and are discussed in this thesis. Although qualitative research is performed, at relevant questions the number of certain answers was taken into consideration; however primarily to assist in looking for certain patterns or a general view regarding a certain subject. The amount of answers was however less important and less of a factor than the actual answers given (in relation the nature of the qualitative research performed). The coded statements were translated into English to be able to use them as possible quotes within the thesis, have all the relevant data in the same language as the written paper, making it easier to discuss the outcomes of the various interviews and for comparison reasons (e.g. being able to better compare the statements to the discussed literature and theories that are also in English). The translation was also used as a critical reflection on the statements in relation to what is essential within the code and category; meaning that it occurred that a part of the statement was not seemed necessary enough to translate and therefore not essential within that code. However the original (Dutch) statements can still be found in the transcript at the designated codes. The final coding scheme used can be found in appendix B and was finalized after the 12th interview were conducted. No specific software except for Excel was used for making the final coding table as can be found in appendix C.

2.6. Research structure The activity diagram (figure 1) shows the structure of the research, beginning with the literature study. It can be summarized as follows: The literature study led to a conceptual framework and both led to a first version of the coding scheme and interview structure. A first reflective meeting was held at Quint Wellington Redwood, reflecting on the approach of the research and more specifically the interview structure. This resulted in a revised version of the interview structure, which was then tested during the sample interview. After this first interview, final structure and final coding scheme were established. This interview structure was then used for later interviews, and two more moments of reflection were performed at Quint Wellington Redwood. The first after three interviews (including the sample interview) to reflect on the approach and direction of the questions, the second after almost all interviews were done to reflect on the initial results. After the point of data saturation, after 12 conducted interviews, the final coding schema was made. Once all interviews had been performed, they were analyzed using the final coding scheme. This resulted in the interview results, followed by a discussion in which the main findings of the literature study and interviews are discussed, ending with conclusions in which the main research question is discussed and answered.

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

Figure 1: Overview of the structure of the research

3. Literature study In accordance with the methodology the focus of the literature study will be to get an extended view on the topics and used models, therefore relating to the following three sub questions:

3.1. Change/Adaptive Cycle (SQ1: What is change? Can the ACoR model help to better understand change?) In scientific research, the concept of change has been discussed extensively, in relation to various topics for example: ecology (Gunderson, 2000, 2001; Spellerberg, 2005), politics (Fukuyama, 2011; Inglehart, 1997), information technology (Brynjolfsson, 2011; Byrne, Oliner, & Sichel, 2013; Friedberg, 2001; Markus & Robey, 1988) and organizations (Argyris, 1993; S. Beer, 1984; Burke, 2013; Carnall, 2007). A definition of change itself is given by Quattrone and Hopper (2001): Definition of the change process is consistent with its treatment in contemporary theories embracing a modernist epistemology as represented in Figure 2. Figure 2 shows how a given entity passes from one state to another—from one specific spatiotemporal domain to another. Ontologically, this conception of change attributes definite features to the entity undergoing change. Thus the entity (be it an organization, an individual or a state of mind) has well defined characteristics at point ‘A’ that change when the entity becomes something else at point ‘B’. (p. 407)

Figure 2: Modernist constitution: a schematization of the concept of change (Quattrone & Hopper, 2001).

Change has a great influence on organizations, because organizations can no longer assume that success is something that remains unconditionally, therefore organizations should adapt to changes and a changing environment if they want to survive (Armenakis & Bedeian, 1999; M. Beer, 2002; Fukuyama, 2011). Adaptability can also appear on an individual level. Miller (2001) states that: “adaptability is the ability of individuals to navigate change successfully” (p. 382), influencing people within organizations because it becomes of great importance that people are able to undergo continuous change (Burnes, 2004).

3.1.1. The adaptive cycle of resilience One of the models that are central to this study is the adaptive cycle of resilience (Abcouwer & Parson, 2011) or

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

ACoR, developed based on the research of Thompson (1967) and Gunderson & Holling (2002). This model consists of four phases organizations pass through in a certain order. The four phases are described as equilibrium, crisis, new combinations and entrepreneurship (eventually resulting in a new equilibrium) and follows this sequence as shown in figure 3. A reason for the research performed on the adaptive cycle of resilience is to show and demonstrate the succession of phases an organization goes through, where each phase requires a different approach (e.g. management style and actions) or a different perspective (e.g. reality and culture). The insights that can be derived from the ACoR can help with answering the questions how organizations (can) deal with (unexpected) change and crisis occurring faster than ever before (Abcouwer & Parson, 2011). This means that the adaptive cycle of resilience is based around the notion of a continuous cyclic process and can help to explain change processes that organizations continuously go through (Abcouwer & Parson, 2011). According to Abcouwer & Parson (2011): “every organization goes through a cyclic development path” (p. 13). The adaptive cycle of resilience is therefore based around the notion that a crisis is unavoidable after a phase of equilibrium: transition to the crisis quadrant is fact (Abcouwer & Parson, 2011, p. 16).

Figure 3: Adaptive Cycle of Resilience with the four quadrants (Abcouwer & Parson, 2011, 2012).

However one could also argue that crisis in the sense of the adaptive cycle could also be seen as a disrupted equilibrium, used to enact a new process of change. This matches earlier research on continuous change where it is important that one is able to change continuously in a fundamental matter and where organizations respond to their surroundings as a continuous process (Burnes, 2004; Luecke, 2003). Therefore one could state that the size, speed of each quadrant or the entire cycle can differ immensely as suggested by Nelson (2003): “Change cannot be relied upon to occur at a steady state, rather there are periods of incremental change sandwiched between more violent periods of change which have contributed to the illusion of stability once assumed to be the case” (p. 18). However the model also shows aspects of ‘bumpy incremental change’ (Grundy, 1993) or punctuated equilibrium (Balogun & Hailey, 2004; Burnes, 1996), meaning that periods of relative stability or peacefulness are interrupted by an (accelerated) phase of change. As stated, the adaptive cycle of resilience is based on previous work by Gunderson & Holling (2002). Similar to the adaptive cycle of resilience, the adaptive cycle by Gunderson & Holling (2002) consists of four phases: exploitation (r), conservation (K), release (Ω) and reorganization (α). The adaptive cycle shows the process of the movement of a system through the four phases as seen in figure 4.

Figure 4: The adaptive cycle: a stylized representation of the four ecosystem functions (r, K, Ω, α) and the flow of events among them (Gunderson & Holling, 2002).

The two models show some relations with each other which will be referred to where suited. However, because for this research the adaptive cycle of Abcouwer & Parson (2011) is used, the focus will be on exploring that

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO model. Below the different aspects of the Adaptive Cycle of resilience (Abcouwer & Parson, 2011) are explained further.

3.1.2. Want/Can One distinction made in the model is by separating want and can, based on the want-must-can dilemma by (Heene, 2001). In the context of this model, “want” means that an organization knows a certain direction it wishes to take where in “can” an organization is actually able to follow this direction. In the different phases organizations are either certain or uncertain about what they can or want. Below the different quadrants are explained in the sequence organizations go through the adaptive cycle according to Parson & Abcouwer (2011).

3.1.3. First quadrant: Equilibrium In an equilibrium phase organizations are certain about what they want and what they can do. A situation where there is an aim for efficiency, preservation and improvement of the market position: ’business-as-usual’ (Abcouwer & Parson, 2011). This often results in a strong bureaucratic culture with a focus on rules and procedures to increases standardization often causing more vulnerability instead. In an equilibrium phase the aim of the organization, the organizational goals and objectives are clear together with an understanding on how the goals and objects will be reached. There is no need for new strategic choices or a new strategic direction because there is a high confidence that organizations are able to cope with threats from both inside and especially outside the organization. (Abcouwer & Parson, 2012). However eventually the existing organization is no longer able to fully exploit the situation and environment. The result is a transition from equilibrium to crisis because organizations lose the connection to the ‘old’ without having an answer for the ‘new’. However an organization might also desire a new future causing the crisis (Abcouwer & Parson, 2011). Holling uses the term release (Ω) for the transition from equilibrium to crisis.

3.1.4. Second quadrant: Crisis In the quadrant of crisis it is clear that the organization can no longer use the same methods it was using prior to the crisis. This means that the organization enters the exploration phase where the organization is uncertain about what it wants and can do. In a crisis there are three crucial characteristics according to Abcouwer & Person (2011): 1) the crisis arrives unexpectedly and was only foreseeable in hindsight. 2) The crisis has a major impact on the organization or the system: everything changes. 3) The crisis can only be predicted in hindsight; there were possible signs of an imminent crisis but these were not recognized from the prevailing logic; they were not taken into account (Abcouwer & Parson, 2011, p.16). The start of a crisis usually also shows that the way of working (e.g. actions based on experiences) prior to the crisis is no longer able to cope with the situation; meaning that there is a need to add new varieties and possibly new ways of working (Abcouwer & Parson, 2012). When the organization turns this uncertainty into new creativity, organizations are able to move their view towards the future. Because organizations are able to look at new possible futures they become more optimistic, however a certain path has not yet been chosen. For the transition from crisis to new combinations Holling talks about reorganization (α).

3.1.5. Third quadrant: new combinations Still in the exploration side of the adaptive cycle, in new combinations multiple different options, possibilities and strategic directions are available and being further researched by the organization. This means that the organization is still not sure about what it wants; which of the ideas it wants to choose and further exploit but the organization is certain about what it can do. For an organization it is (almost always) impossible to realize all opportunities, making choice a necessity. During the selection process the aim is to first explore and analyze different (alternative) options. The goal is selecting one of the available options which will be further developed and eventually moving towards pursuing a certain new direction. Therefore it is not only important that one is able to compare but also why certain other options should not be developed further eventually leading to the final decision (Abcouwer & Parson, 2012). The final choice that is made is often not a fully rational decision, more often it is a case of intuition, experience and emotions matching the vision of Mintzberg (2009) stating managing deals with science (analysis), art (vision) and craft (experience) (Mintzberg, 2009). Transitioning from new combinations to entrepreneurship is called exploitation (r).

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

3.1.6. Fourth quadrant: entrepreneurship During the selection process in the previous phase experiences has been acquired by doing (scenario) analysis, comparisons and pilots but this has not resulted in the required skills needed for full scale implementation and actual production circumstances. To eventually make a new equilibrium possible, persistent labor, reorganization and/or rationalization of business processes are needed. Only after these changes are made the organization returns to (relative) state of balance between want and can; in the shape of a new equilibrium (Abcouwer & Parson, 2012). In other words this means that the organization is certain about what it wants to do because it has chosen a certain direction, however, still uncertain about if they can do it; if the right decision has been made and if it leads to a new equilibrium. Organizations however are still seeking to get into a new ‘business-as-usual’ state, meaning that organizations are still dealing with drastic changes. There is an aim for creating a steady basis, increasing the market share and being able to increase the level of standardization. The last transition from entrepreneurship to a new equilibrium last vital step. Organizations need to reorganize to meet the new changes, reorganize the business process and focus on efficiency and effectiveness. Organizations should re-establish new routines and structures to make the new business-as-usual situation possible. Result is a new equilibrium where the organization returns in the phase where it is certain again about what it knows and can do. This final transition is called conservation (K) by Holling.

3.2. Information Management/AIM (SQ2: What are the current views on information management?) As stated in the introduction of this paper, Information Management in both academic research and practice is often still not recognized as a detached or separate topic (Maes, 2007). This issue is also supported by Abcouwer & Goense (2010) by declaring that even though problems related to the information technology and information systems can have far-reaching consequences for the performance of an organization, information management often will not get the attention it deserves; relating to the earlier mentioned importance for an organization (Abcouwer & Goense, 2010). Information Management. not only captures the essence in its name (managing information), which is important according to Choo (2002) stating information is one of the most important (strategic) resources of an organization: “Information is the resource that enables the effective combination and utilization of the other factors of production – it is, in effect, the meta-resource that coordinates the mobilization of the other assets in order for the organization to perform” (Choo, 2002), but also looks at relevant surrounding factors like the business and technology and the relations between them. (p. xiii). In scientific literature information management, however, is often related to as the relation between business and IT or in terms of (strategic) business-IT alignment (Maes, 2008). In contrast these two subjects have often been the central theme in research as opposed to information management. While a clear definition of information management in scientific literature is not easy to find, multiple definitions of Busses-IT alignment exist for example given by Luftman (2000): Business-IT alignment refers to applying Information Technology (IT) in an appropriate and timely way, in harmony with business strategies, goals and needs. It is still a fundamental concern of business executives. This definition of alignment addresses: how IT is aligned with the business, and how the business should or could be aligned with IT. (p. 3) Maes (2000) and Maes et al. (2008) criticize this approach discussing the fact that strategic alignment refers to the original and outdated version of business IT alignment and Information Management (Maes, 2008; Maes et al., 2000). This resulted in researched performed by Maes et al (2000) to rethink business IT alignment, referring to it as alignment, and redefining it: “We define alignment as the continuous process, involving management and design sub-processes, of consciously and coherently interrelating all components of the business – IT relationship in order to contribute to the organization’s performance over time” (Maes et al., 2000, p.19). One important theory that has caused the intertwining of the three subjects mentioned earlier has been the strategic alignment model by Henderson en Venkatraman (1993). The strategic alignment model (figure 5, left) shows the relation between the ‘business’ and information technology between each other on both a strategic and functional level. By showing that alignment is needed between these two subjects within four domains, the model tries to support integration of IT into the business (strategy).

Figure 5 (left): Strategic alignment model (Henderson & Venkatraman, 1993), as shown in: “Redefining business – IT alignment through a unified framework” (Maes et al., 2000).

The popularity of strategic alignment model has caused that from that moment on, information management was directly linked to “strategic alignment” in both scientific research and practice (Maes, 2008). Resulting in the

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO fact that almost all later models and definitions on alignment start from this original model (Maes et al., 2000). Related to the earlier mentioned critique by Maes et al. (2000) and Maes (2008), Information management, however, goes beyond strategic (BITA) alignment, managing the relation between IT and the business nor is it the management of IT. In 1997, Abcouwer, Maes and Truijens, gave a new perspective on information management by introducing the Amsterdam Information management Model (AIM) as shown in figure 6 (Abcouwer et al., 1997).

3.2.1. Amsterdam Information management Model (AIM) / Nine-Square Model (Enneahedron) The AIM framework (figure 6) combines the necessity for paying attention to the organizational goals, performance and how they are realized in operational systems. While also looking at the relation between the formulated goals and the structure in which the goals are realized to the role played by information and communication (Abcouwer, Truijens, & Gels, 2006).

Figure 6: Amsterdam Information management Model (AIM) (Abcouwer et al., 1997)

The Amsterdam Information management Model (also referred to as nine-square model or enneahedron) consist of three columns (business, information & communication and technology) which can be used to place information problems. The three rows: strategy (targeting), structure (organizing) and operations (executing) show the different levels of organizations in which information management plays are role and where different organizational problems can be positioned (Abcouwer et al., 1997; Abcouwer & Truijens, 2008; Maes, 1999). The model can also be issued as an integrative position framework where the different aspects of information management are shown, together with their different relation and dependencies (Maes, 2007) . According to Abcouwer et al (1997) and further developed by Maes (2003, 2007), the core of the model lies within the information and communication column and horizontally on the entire structure row as shown in figure 7 (left). The core of the model and therefore of information management, can be used to further describe and define Information Management. Information Management deals with strategic, structural and operational information-related issues (vertical dimension) and relates information and communication process to the business and technology levels within the organization (horizontal dimensions). Therefore Information Management deals with balancing, managing and integrating the different domains (Abcouwer et al., 1997; Maes, 2003, 2007).

Figure 7 (left): The information management/information manager core in the AIM (Abcouwer et al., 1997; Maes, 2003, 2007)

In the information and communication column the relation between business and IT is made explicit and the interdependency between the different subjects is made visible at different level. In the middle row of structure relates to the structure variables of the organization. The framework shows that it is of great importance that the organizational structure, information/communication and technology structure are related and connected to each other (Abcouwer et al., 2006). The Amsterdam Information management Model can, however, not only be used for positioning information management and the related involved subjects and questions. It can also be used in relation to the information manager roles and competencies which will be discussed in the next section. The multi-purpose nature of the framework, together with the fact that it is a well-known (important aspect for the interviews) and validated

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO model (Maes, 2007) are reasons for using this model in this paper.

3.3. CIO: Role & Competencies (SQ3: What are the current views on the role and competencies of the CIO?) In this section the (roles of the) Chief Information Officer (CIO) or Information Manager will be discussed together with the subject of competencies, which are two subjects that are closely related to the other. To further explain this statement: it is important to perform the role of the CIO successfully for which one needs a set of competencies to make this possible; a clear interaction between the two. The literature study on both roles and competencies is an adaptation of earlier performed research by Van der Plank (2013).

3.3.1. Role of the CIO The role of chief information officer started appearing in scientific research in the 1980’s (Synnott & Gruber, 1981), however, the true origin of the CIO can be seen in the 1950’s and 60’s in which “data processing managers” were active (Synnott & Gruber, 1981). The role of CIO was originally introduced as a response on the increasing dissatisfaction regarding the productivity and results of information technology within organizations and wanting to use information for strategic purposes or assets (Cano, Fernandez-Sanz, & Misra, 2012; Penrod, Dolence, & Douglas, 1990). The role of the CIO has been researched extensively, however, there is not one clear view on the exact role and definition; the role remains ambiguous (Peppard, Edwards, & Lambert, 2011). Examples of these different perspectives are clearly visible; the CIO has been related to a role acquiring, implementing and maintaining the technical infrastructure (Rockart, 1982), within the ability of an organization to derive business value from IT (Preston, Leidner, & Chen, 2008) and as a driver of business transformation and innovation (Peppard, 2010). According to Banker et al. (2006) the CIO can be seen within two broad categories. First a strategic role focusing on strategic planning, policies, business opportunities and leadership. Second an operational and more traditional role which looks at managing the IT infrastructure and providing IT support (Banker, Hu, & Pavlou, 2006). A CIO is related to other management board positions like the CFO and CEO to which the CIO often needs to report to within organization. According to Banker et al. (2006) the reporting structure of the CIO together with the position the CIO is accountable to (CFO or CEO) can be related to the importance of the CIO within organizations (Banker et al., 2006).

3.3.2. Information Manager/CIO roles in the Amsterdam Information Management Model Abcouwer & Truijens (2003, 2008) and Abcouwer et al. (2006), have performed multiple research on the different roles and aspects of the CIO role, by more specifically referring to the roles and perspectives of the Information Manager. Using the earlier discussed Amsterdam Information Management Model, Abcouwer & Truijens (2003, 2008) and Abcouwer et al. (2006) distinguish nine roles in the different parts of the framework; in relation to business, information & communication and technology (Abcouwer & Truijens, 2008; Abcouwer & Truijens, 2003; Abcouwer et al., 2006). Below the nine different roles are explained briefly: The information partner in strategy: Has business responsibilities and is part of the management team. In this role the focus is primarily on strategic opportunities within or made possibly by information management. Another important aspect of this role is that the information partner in strategy asses the opportunities and risks of long term programs. Keywords: Strategy & Opportunity (Abcouwer & Truijens, 2003; Abcouwer et al., 2006; Van der Plank, 2013) The alignment manager: Is responsible for the alignment between business activities with the structure of the organization and involved with the structure of the organization. The focus in this role lies in aligning the business and information facilities or system which are used to support the business activities related to the organization. Keywords: Structure & Alignment The business partner: Looks at the processes within organization and deals with the management of these processes. De business partner is actively participating with reflecting on and trying to improve the different processes within the organization. Goals are often regarding an improved efficiency and effectiveness. Keywords: Operations & Process Management User ambassador: The user ambassador makes the connection from IT to practice or more specifically to the people using IT within organizations. The user ambassador has to know about the different IT used within an organization, together with the projects that are being performed. Keywords: Operations & Communications The application manager: The application manager can be related to the facilities manager discussed below. Big difference between the two is that the application manager deals with the daily operation of all IT resources. Therefore, the main responsibility of the application manager is to ensure the organization can rely on the IT for performing the different (daily) tasks within the organization. Keywords: Operations & IT control

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

The (IT) facilities manager: Is a very important role responsible for structuring the IT within an organization and making sure they are stable and reliable. The IT facilities manager also needs to ensure that the IT becomes a reliable whole meaning that configurations are orderly and adequately structured. Because organizations have become heavily reliable on the IT, this role has become increasingly important. Keywords: IT facilitation & Structure The (IT) trend watcher: Here the focus lies on looking at developments that are continuously appearing within information technology. This also relates to the competitiveness of the organization because it is vital that you keep up to date. The trend watcher looks at deploying new technology and new methods of construction: Keywords: IT (developments) & Strategy The information policy maker: The policy maker outlines and implements policy, is concerned with technology and supplier policies but also the strategic level of the information management component within the organization. However the information policy maker is also important for connecting policies to the employees and policies related to (out)sourcing. Keywords: Strategy & Information The directing/coordination role: This role deals with the coordination of the other nine roles and makes sure that they are performed in an effective manner (Abcouwer & Goense, 2010; Van der Plank, 2013).

According to Abcouwer & Truijens (2008) and similar to research of Maes (2003), the core task of the CIO can be connected to the directing/coordination role where the CIO needs to deal with the different perspectives and aspects of information management and in summary the information strategy, architecture, organization and operational excellence, this is shown in figure 8 (right). For this research, the given description by Abcouwer & Truijens (2008) of the role of CIO as a ‘mediator’ between the other roles and aspects of Information Management will be used.

Figure 8 (right): Core aspects and position of the CIO role within the AIM (Abcouwer & Truijens, 2008)

3.3.3. Shifts in the CIO role Results of various studies regarding the role of the CIO shows that it is continuously changing (Broadbent & Kitzis, 2005). However the CIO role has also made some enormous changes in the past. Where in the early 1990’s the role of Chief Information Officer was primarily focused around technological planning, architecture management, IT standards development and HRM (Chun & Mooney, 2009). Chief Information Officers in the early 2000’s became more and more involved with the matter of using IT to change the company instead of just running it (Mark & Monnoyer, 2004) and were also more involved with connecting the IT strategy to the initiation of change processes and influencing executive peers to design and to implement strategic initiatives (Chun & Mooney, 2009). This shows that it became increasingly necessary to have knowledge of the company and management skills (Lancit, 2001). In later research, for example in 2006 and 2007, the shift of the CIO from IT manager to strategic business partner imitating and promoting innovation or in other words by referring to the Amsterdam Information Management Model from IT strategy to business strategy (Maes, 2007; Watts & Henderson, 2006). According to Maes (2007) this shift towards business strategy is still not matching the true nature of the CIO according to the Amsterdam Information Management Model. The focus of the CIO role in research is still not about the central role of information management or in other words the central column in the framework (Maes, 2007). However, in resent research, in line with the view of the CIO role by Abcouwer & Truijens (2008), the CIO role is seen as a configuration of different other roles (with a focus towards the business and information technology columns according to the AIM model) instead of being just one specific role (Al-Taie, Lane, & Cater-Steel, 2013; Chen & Wu, 2011; Peppard et al., 2011). These shifting dynamics as discussed in the paper discussed above can be stylized by using the Information Management model as shown in figure 9. In figure 9 the role of the CIO in the early 90’s is shown as red, in the early 2000’s as green (and overlapping with red) and nearing the end of the decade (with the discussed literature being from 2006 and 2007) as blue. While the configuration of roles as discussed in recent research (after 2008) is shown by the overlapping

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO in general; mostly between the colors blue and green. These shifts are similar to the changes of competency profiles of the CIO as researched by Van der Plank (2013) which are discussed later.

Figure 9: The transition of the CIO role when derived from the earlier performed scientific research on the role of the CIO. The different colors matches the date and perspective of the different research.

3.3.5. Competencies of the CIO Because of the widened role and rising influence on the organization, it is becoming clear that it is becoming increasing important to successfully perform this role (Lepore et al., 2000). One should therefore have the right competencies that are needed to make performing in a successful manner possible, what exactly these competencies are for the important role of the CIO, however, is not agreed upon as shown in previous research by Van der Plank (2013). By placing the different competency profiles within the Amsterdam Information Management Model, it becomes possible to show where the focus lies within the competency profiles of the CIO as shown in figure 10.

Figure 10: Overview of the different competency profiles of the CIO (Van der Plank, 2013). For the cited articles in figure 10, please refer to the original research resulting in this model available at http://dare.uva.nl/document/526102 (Dutch):

Figure 10 shows the different and diverse nature of the perspectives on the required competencies of the Chief Information Officer. Furthermore it is possible to recognize three characterizations surrounding the competency profiles that were researched. The first characterization, according to the competency profiles researched, is the fact that a focus is put upon different aspects of information management. The competencies

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO required are either seen from an IT, Business or purely ‘Link’ perspective (e.g. leadership) instead of connecting all three. The second characterization is related to the information manager roles discussed earlier in this paper. The competency profiles cannot clearly be connected to a certain role (or part of the Amsterdam Information Management Model) and therefore overlapping visible between the different roles and competencies profiles. The third characteristic is the fact that there is a clear shift that can be related to the time of the research. In the 90’s and early 2000’s (shown as red in the figure), the focus was heavily towards technology and operations. Between 2004 and 2009, the competency descriptions moved towards structure with a focus on different domains with the organization while in recent research starting in 2010 a shift is visible towards the top left and entire strategy row; showing a focus towards competencies related to the strategy of an organization and the business domain within organizations. In other words, according to the competency profiles, the chief information officer is become more and more part of the ‘true’ business domain within organizations (Van der Plank, 2013). These three characteristics are in accordance with the performed literature study in this paper relating to the shifts in the role of the CIO. The earlier performed literature study also discussed the role of the CIO being a configuration of different other roles or, in relation to the information management, in relation with all the other roles and aspects of the Amsterdam Information Management Model; hence a new approach on competencies is required to cope with these changes. This conclusion together with the fact that researched CIO competency profiles were not future-proof (Van der Plank, 2013) served as a starting point towards a new approach and perspective towards competencies of the CIO resulting in the Amsterdam Information Manager Model (AI2M) also called the 10-square model (Van der Plank, 2013).

3.3.6. Amsterdam Information Manager Model (AI2M) / 10-square model (decahedron) This competency profile as it is presented in the Amsterdam Information Manager model shown in figure 11 is based up the earlier discussed Amsterdam Information Management Model and builds upon the AIM model by adding a core competence to each perspective of information management (Van der Plank, 2013). The text below is an adaptation from the original description of the model by Van der Plank (2013). Using core competencies to describe what is needed to perform the different tasks and roles in a successful manner is used in the so called “Dublin Descriptors” approach. The Dublin Descriptors is an international description of the minimal competencies a graduated bachelor student should have (Van Vijfeijken, 2006), an approach that has already been used in different sectors for example in health care (Frank & Danoff, 2007).

Figure 11: Amsterdam Information Manager Model (AI2M) showing the different core competencies of the CIO/Information Manager in relation to the AIM (Van der Plank, 2013).

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

Using this approach together with the Amsterdam Information Management Model as a starting point resulted in a comprehensive competency profile focusing on the essence of information management. According to Van der Plank (2013) the essence lies within the link between the business and technology elements of a company (through information management) (Van der Plank, 2013), this means that there is knowledge needed in relation to both aspects. However, according to performed researched by Van der Plank (2013) it was also important to look at the aspect of communication and making the competency profile ‘future-proof’, lacking in other researched competency profiles. The created framework, by using the Dublin descriptors, is focused on being able to perform the different jobs and roles of the information manager or CIO now and in the future. The resulting four core competencies are; scientific knowledge and critical thinking skills, affinity with IT and information systems, communication and learning skills and managerial skills and business knowledge. The reason for choosing these four competencies is because they are competencies that keep the whole and broad field of the information manager in mind (e.g. affinity with IT and business knowledge), with added competencies that are needed to make the connection to practice (e.g. communication skills). It provides a complete set in which all aspects of information management occur. Where the Amsterdam Information Management Model is involved with (the different roles of) information management, the Amsterdam Information Manager Model discusses what is needed to perform the discussed roles in a successful manner. Because the four core competencies cannot be seen separately they together form a tenth square resulting in the 10-square model. This 10th square (or competency square) gives context to the Amsterdam Information Management Model by framing the model with competencies (Van der Plank, 2013). A criticism that can be given towards the model is that it is based on a literature study and not connected to and validated in practice. That is why part of the research will be on further researching and improving the model by connecting it to practice via the interviews.

4. Conceptual framework: relations between the discussed topics By combining the literature with the aim and goals of the research a conceptual framework can be derived. Part of the conceptual framework is figure 12, which was discussed as part of the Master Information Studies BIS course: (Virtual) Organizations in a Dynamic Context by Toon Abcouwer and is derived from earlier research surrounding the question of changing dynamics in information management (Abcouwer & Goense, 2010, 2013a, 2013b).

Figure 12: Conceptual framework as presented by Toon Abcouwer as part of the Master Information Studies BIS course: (Virtual) Organizations in a Dynamic Context and based upon earlier research (Abcouwer & Goense, 2010, 2013a, 2013b).

Figure 12, which will be used as the first part of the conceptual framework proposes a number of issues for discussion in relation to the different aspects of the research: 1) The relation between information management (AIM) and change (ACoR) 2) The relation between the information manager or CIO and change (ACoR) 3) The performance of these different roles meaning the relation between competencies (AI2M) and change. 4) Relations between all the used different models; AIM, AI2M and ACoR. The figure above states that in equilibrium the focus will be on operations, in entrepreneurship and new

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO combinations on structure and in crisis on strategy. It also suggest that in the left (exploration) and right (exploitation) side of the cycle there are different management roles. Is this also the case within information management? The second part of the conceptual framework is derived from the performed literature study and the perspective of the author: 1) Literature gap on the relation of information management to dynamic change 2) Every organization goes through the process and phases of the adaptive cycle (what does this mean for IM? What is the impact on the information manager?) 3) Still no clear shared definition or description of information management 4) Still no clear shared definition or description of the role(s) of the CIO; are there maybe new roles outside of the academic world? 5) Both information management, the role of the CIO and the related competencies have changed immensely in the past and are still changing today, what does this mean for the used models? Are there aspects of information management not visible in the Amsterdam Information Management Model? Can the adaptive cycle be connected to the Amsterdam Information Management Model? 6) Competencies of the CIO are defined in the AI2M model; can it be connected to practice? Are there any competencies missing? 7) Is the Dublin descriptors or ‘core competencies’ approach the correct way to making competencies future-proof? Or in other words when dealing with the adaptive cycle? Does the adaptive cycle change the view on competencies? 8) Do these competencies stay future-proof? Are they the same for every phase of the adaptive cycle? 9) Academic research on the competencies and role of the shows a move towards the business (and business strategy) is this caused because there is not clear shared meaning of the subjects? 10) What does (dynamic) change mean for the information or IT systems used? Does it need other requirements? 11) Result of the reflective meeting at Quint Wellington Redwood: Is there a vision discrepancy between the information manager and the organization? In general or in the different phase of the adaptive cycle? As mentioned earlier in methodology section: the resulting interview questions are a result of the combination of both the literature study and the conceptual framework. The derived/resulting questions as discussed in the conceptual framework will therefore be used as a starting point for the interview questions, although are not limited to these questions.

5. Interview analysis/results As stated in the methodology section of this thesis, 17 interviews were conducted. The interviews were coded according to the earlier described coding scheme (appendix B) and the coded interviews and full transcripts can be found in Appendix C (coded interviews) and Appendix D (full transcripts). The interviews were conducted with a primary focus on (therefore not limited to) answering the following research questions: SQ1: What is change? Can the ACoR model help to better understand change? SQ2: What are the current views on information management? SQ3: What are the current views on the role and competencies of the CIO? SQ4: In what way do dynamic changes influence (the focus of) information management? SQ5: In what way do dynamic changes influence (the focus of) the role and competencies of the CIO? The above research questions were related directly to both the interview questions (and propositions) asked during the conducted interviews and later on directly to the codes used for analysis. The fact that the interview questions and coded answers are connected to a certain research question does not mean there is no possibility they are relevant to other sub research questions as well, the primary focus however will be on using it directly to further explore the connected research question. Also discussed previously in the methodology section of this paper, no pre-defined questions were asked regarding SQ6: SQ6: Is a new perspective on information management and the role and competencies of the CIO visible (or required)? However there have been answers given in the interviews that relate to this question. This means, even though there were not pre-defined interview questions that were directly linked to this sub question, there are codes derived from the interviews that are relevant for further exploring this research question. The interviews results will be discussed using the different subjects that were part of the interviews together with the coding scheme. Which means that it is possible to refer directly to the tables where all answers from the interviews within that code/category can be found. All discussed subjects will also mention the accompanying table and category/question number, while the discussed answers, and quotes (in separate text boxes) will relate back to the specific codes the answer has been derived from.

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

5.1. Adaptive Cycle / Change, SQ1: What is change? Can the ACoR model help to better understand change?

5.1.1. Experience with ACoR (table 1, category 1, Question 1: Do you think your organization experiences the same developments as described in the Adaptive Cycle?) All 17 interviewees recognized the Adaptive Cycle of Resilience within their experience or within their current organization when it was discussed. However the interviewees did discuss the fact it is also dependent on the (type of the) organization the way in which the adaptive cycle actually flows (e.g. regarding the proportions of the phases). Other interviewees noticed that they are currently within a certain phase of the cycle, or going to such a process as described in the cycle (A1: Recognition ACoR). Most interviewees (11 out of 13 answers) also agreed that this is indeed the nature of the cycle; the way the cycle

"My experience is with quite large companies […] In those I think you can see all the phases returning" [A1: Recognition ACoR] --- Interviewee 2

"Yes absolutely. You can compare it to life; the things happening every day. The cycle appears there all the time. " [A1: Recognition ACoR] --- Interviewee 12

"I think that this is a very good representation, how one gets from an equilibrium, into a phase of crisis and how people nowadays, I’m not saying this is forever, but at the moment this is the way we respond to a crisis to get back into a new equilibrium. I think it is a good visualization of those movements." [A1: Recognition ACoR] --- Interviewee 14 is moving; from equilibrium, into a phase of crisis, moving to new combinations and entrepreneurship to get into a new phase of equilibrium. One interviewee wondered if the cycle could also be seen inverted, while another interviewee argued that it is also possible to see new combinations and entrepreneurship as one large change phase, however both those answers were not a significant deviation of the current cycle and both given as possibilities of how the cycle could be. (B1: (Possible) Nature of cycle). Change plays an important role also for dealing with a crisis, five interviewees talked about this role primarily stating that change is necessary, even in equilibrium you still need to change. Interviewees argue that if one would already look at change even though you are in an equilibrium you would be better prepared or might even have a smaller crisis (C1: Dealing with crisis). According to some interviewees the speed of the cycle/change is increasing and variable (D1: Speed of cycle/change).

"When you add the margin for interpretation then I can confirm that this is the cycle." [B1: (Possible) Nature of cycle] --- Interviewee 17

"I think that if you do not move, you decline. Especially in the Western Society we live in, but I think this occurs everywhere, that stagnation means that you decline. Therefore you need to innovate and change. " [C1: Dealing with crisis] --- Interviewee 2

"If you ask me what I think, the focus should be on how do I continuously adjust what I have to be able to go through the cycle faster/quicker. Our surroundings will also ask that we go through the cycle faster/quicker." [D1: Speed of cycle/change] --- Interviewee 1

5.1.2. ACoR on IM level (table 1, category 1.1, Question 1.1: Are the developments in the Adaptive Cycle also identifiably on the level of Information Management/IT/BITA?) When asked if the adaptive cycle was also something that is recognized on the level of information management, or in other words, if the interviewees also sees changes as mentioned in the cycle within the subject of information management 15 out of 17 interviewees said yes (A1.1 Recognition ACoR on IM level). This means that organizations can also see changes in different departments within their organization like in this case information management. In this case information management can also be in an equilibrium, get into a phase of crisis, needs to search for new combinations and make sure they can exploit those new combinations to get into a new equilibrium. It became more difficult when the interviewees were asked what the position of information management is or should be in relation to the organization. Out of 12 answers given by interviewees, 7 said it should be synced (so in the same phase as the organization), 3 said it should anticipate (moving slightly ahead of the organization), while 2 interviewees said you should do both (both be synced and anticipate) (B1.1: Position

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

IM in ACoR in relation to organization).

"Yes it also applies to business IT alignment. I have experienced that myself, where at a certain moment the relationship between business and IT was disturbed in such a way you could really talk about a crisis. One incident is enough to ruin/disrupt the whole IT department. Then you are really in a crisis; so that is very recognizable. What we did was start a big change process which lasted two years in which you are really busy with new combinations and entrepreneurship. " [A1.1: Recognition ACoR on IM level] --- Interviewee 3

"One could argue, looking at the impact of information and technology on what you do nowadays as an organization and how quickly you need to move/act, if information management as a discipline should move slightly ahead of the organization, should anticipate on the cycle." [B1.1: Position IM in ACoR in relation to organization] --- Interviewee 1

"You can try to be leading, but if everybody is satisfied with themselves you can say whatever you want. […] Information Management is getting influenced by the phase of the organization. I have not had a crisis in the past three years, the organization has though. But it does offer me new chances because of a crisis because you can reposition. You can see what your position is and what you can contribute. " [B1.1: Position IM in ACoR in relation to organization] --- Interviewee 15

5.1.3 Easier recognition of equilibrium and crisis (table 1, category 1A, Proposition 1A: Equilibrium and crisis can be recognized easier (for organizations/within an organization) than new combinations and entrepreneurship.) Looking critically at the nature of the cycle and especially the different phases, interviewees were asked what they think are the easiest recognized phases within the cycle, also from the perspective of an organization. It was proposed that equilibrium and crisis can be recognized easier, even though it is also a move from exploiting to exploring, as opposed to new combinations and entrepreneurship. Out of 16 interviewees, 10 agreed with this proposition. Different reasons were given though, for example because equilibrium and crisis are seen as clear phases/states as opposed to the other two (A1A: Equilibrium & Crisis easiest recognized phase(s)).

"Yes I think that when you show this cycle, that most people quickly can tell if they are in an equilibrium or crisis. Searching for new combinations might also be possible, because in a crisis you're thinking about solutions. But I think that the phase of entrepreneurship will not be recognized immediately." [A1A: Equilibrium & Crisis easiest recognized phase(s)] --- Interviewee 10

"Crisis absolutely. Equilibriums. Yes. I can agree with this proposition. I think it is certainly the case. New combinations start from somewhere, that is often not the entire organization and is not recognized and seen everywhere. Entrepreneurship is more a mindset then visible behavior. I can absolutely agree with this proposition." [A1A: Equilibrium & Crisis easiest recognized phase(s)] --- Interviewee 17

"I think that recognized is not the correct word. Because I feel that even when you are in an entrepreneurship phase you also recognize it. That you are developing yourself and creating new services. It might have a different impact or dynamics. But you recognize it the same. For the level of recognition the phase you are in does not matter. But you do notice other factors playing a role in relation to the phase you are in. But if you are talking about purely recognition; I would say no." [A1A: Equilibrium & Crisis easiest recognized phase(s)] --- Interviewee 11

5.2. Information Management / AIM, SQ2: What are the current views on information management?

5.2.1 Aspects/subjects of IM outside AIM (table 2, category 6.1, Question 6.1: Are there other aspects of Information Management, outside the AIM, that are important (in the different phases)?) Because of the role of the AIM within this research one important aspect was to reflect on that model as well, besides using it. The interviewees were asked if there are any other relevant aspects of Information Management that are currently not (clearly) stated in the model, asking indirectly about their view on the model. Out of 14 interviewees, 11 stated that that were no other relevant aspects and stating that the AIM captures the essence of information management (A6.1 AIM captures essence). Examples of other possible relevant aspects that were mentioned were regarding a business aspect to the trend watcher role, the aspect of data ownership and change management (B6.1 Other relevant aspects). However some interviewees did state that the position of information managers is changing within the AIM model.

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

“The AIM shows what is going on, but I do think that the field of information management is moving in the AIM from right to left and from bottom to top. And that is also a good thing, we will never just get into the top left square, because then we lose the link with the information and communication side; that may never happen." [A6.1: AIM captures essence] --- Interviewee 8

The strength of the AIM is that it has shown/learned us to split it like this (business, information, technology). But it stays a thinking/conceptual model. So this model was true 10 years ago, and it will still be true 10 years into the future." [A6.1: AIM captures essence] --- Interviewee 15

5.2.2. Movements/flows in AIM (table 2, category 6.3, Question 6.3: Do you recognize a cycle within the movements of the AIM/of Information Management?) Because of the changes in the adaptive cycle, the question was asked if there are also movements like the adaptive cycle recognizable within the AIM. This was a difficult question for the interviewees because out of the 12 interviewees that were asked this question, 6 said yes and 6 said no. This shows that, even though the adaptive cycle can be recognized on IM level, this does not mean you can directly place it inside the information management model discussed in this thesis (A6.3: Recognition cyclical movement AIM).

"The moment you get into a crisis, you see much more focus/emphasis on strategy and in equilibrium much more emphasis on operations. So you do see shifts in emphasis within the AIM. But I do not recognize the AIM itself as an adaptive model. I see the AIM as a static model; this is how you need to think when you are talking about information management." [A6.3: Recognition cyclical movement AIM] --- Interviewee 3

"It is also dependent on the phase of the adaptive cycle. Information Management moves along with the different phases in which the organization it is. It has similarities with each other, so you can see that it is moves and also takes on a cyclical shape." [A6.3: Recognition cyclical movement AIM] --- Interviewee 11

5.2.3. Importance IM and IS (table 2, category 6B, Proposition 6B: Good information management and Information Systems are vital for the operations/performance of organizations in the different phases) Even though it might not be a surprising result, it was interesting to see that 1 interviewee (from the total of 17) did not agree with the proposition of information management and information systems being of vital importance to an organization. Where almost everybody agreed that Information Management has a vital nature, some interviewees even stating that you will never be able live without (information management and/or information technology), one interviewee (13) called information management exaggerated and a Dutch invented phenomenon, not having the same status abroad (A6B: Vital nature IM and IS).

"My opinion is that we cannot live without information technology, especially on the aspect of organizations. Without IT you do not have a company. It does not matter what you do, but you cannot get what you need without information systems." [A6B: Vital nature IM and IS] --- Interviewee 7

"I cannot think of any other company other than a production company or a company dealing with landscape maintenance in which information processing, information management is not the pertinent factor which keeps the organization alive." [A6B: Vital nature IM and IS] --- Interviewee 12

5.2.4. Required attention (table 2, category 8A, Proposition 8A: Information Management is not always receiving the serious and/or proper attention it should get (within the different phases) The general view on the vital nature of information management also showed in the answers that were given when asked if information management is getting the right or required attention it should have. Out of 16 interviewees, 12 said that information management is still not getting the required attention, which is obviously conflicting with the fact is has a vital nature with organizations. The interviewees with a different opinion argued that you should make sure yourself IM is getting the required attention and you should have the competencies as an information manager to do so.

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

"In general I think Information Management is not getting the attention it deserves within organizations. I think that it has started getting attention in the last three-four years. It was not taken seriously anywhere before that, but now it is starting to." [A8A: IM getting required attention] --- Interviewee 4

"Yes but it is not dependent on the phases but more with information management (or the view on IT in broader sense) in general. Organizations have trouble acknowledging the position of information management within an organization. That is also visible in the fact to whom the information manager (CIO) is accountable. Is that a CEO, CFO or someone else. When an IT department/or information management department reports to the CFO, in general this means the department is seen as an expense instead of a business enabler." [A8A: IM getting required attention] --- Interviewee 10

"I would argue that not every information manager has the right competencies to make sure that is the case. So it is not the fault of the subject or the field of information management, it has to do with the competencies of the information manager. Not every information manager has the competencies so that the field gets the right attention it should get in the different phases. […] It is not like a field does not get attention within an organization, it is the people that perform a certain field that get attention." [A8A: IM getting required attention] --- Interviewee 8

5.3. Information Manager / CIO, SQ3: What are the current views on the role and competencies of the CIO?

5.3.1. Roles outside of AIM (table 3, category 4.2, Question 4.2 Are there other roles outside of the AIM that are relevant and could be connected to the different phases?) The fact that the information manager is a broad and hard to define role also showed when asking the interviewees if there are any missing roles of the information manager currently not described in the AIM. Multiple examples where given although it was clearly the change aspect of the information role that was mentioned most often. Out of 14 roles mentioned, 8 talked about a role from a change perspective. There was no clear view on how this role should be added to the AIM; as a new role or as an addition to the trend watcher role by adding a business perspective. But it is clear that change is a very important aspect of the information manager role. Other roles that were mentioned were regarding: networking, infrastructure, architecture, policy and interaction (A4.2: Other roles).

"You could add that as a role possible that the information manager themselves will be the driver of big changes. Other people can also enact this role but it could be an additional role to that of the information manager. " [A4.2: Other roles] --- Interviewee 3

"You have to shape the trends from the market, from the business, from the technology into your information strategy. So including in the information partner in strategy there is a trendwatcher-component if you ask me. […] It is about applied technology and science, and the trendwatcher here implicates that it is technology but not applied technology; that is where the added value for the information manager lies." [A4.2: Other roles] --- Interviewee 9

5.3.2. Revolt, remember and the CIO (table 3, category 4A, Proposition 4A: To be successful, an organization needs ‘revolt’ (innovation) and ‘remember’ (proud of its past). An information Manager plays an important role in monitoring/guarding the balance) Proposition 4A consisted of two parts; first needing the balance between revolt and remember to be successful as an organization, next the role of the information manager in keeping that balance. Most interviewees agreed with both parts of the proposition.

"I think that innovation is important. An organization that is not innovating, loses its contact to the reality. Because the reality is changing. And an organization that is not proud of the past, does not have a starting point to move forward. Because people need to be proud, they need to be happy to go to work, so that is also important." [A4A: Balance needed revolt/remember] --- Interviewee 16

"The information manager plays an important part. Because sometimes you want to move away the organization from the past too quickly, where you need to make sure people watch out because otherwise the organization will fall. While on the other hand people sometimes do not want to put the emphasis on innovation and then you need to make sure that people do not stay in the past too long, otherwise the organization will fall. So it is two sided." [B4A: Role CIO as 'guardian of balance'] --- Interviewee 8

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

Regarding the balance between revolt and remember 12 interviewees responded of which 10 agreed, however sometimes having the remark that innovation and being able to innovate might be slightly more important within that balance (A4A: Balance needed revolt/remember). Regarding the role of the CIO as some sort of balance keeper between revolt and remember, 9 out of 13 interviewees agreed but again seeing a slight focus towards the innovation aspect of the balance (within the role of the information manager) (B4A: Role CIO as ‘guardian of balance’).

5.3.3. Conflicting views/vision (table 3, category 8, Question 8: Are there differences in your personal view/vision and the view/vision of the organization on the role/focus of Information Management (in the different phases of the cycle?) What is interesting to see, when interviewees are asked about vision related conflicts between their personal view and the view of the organization, that not only a lot of interviewees recognized these conflicts, 13 from the 16 interviewees to be precise (A8: Recognition conflicting views/vision), but when asked for an example/asked to relate it to the adaptive cycle, only examples from equilibrium (B8: Conflicting views/vision in Equilibrium) and especially crisis phase (C8: Conflicting views/vision in Crisis) were stated. One could argue that means that vision conflicts appear less during phases where the focus is on change (new combinations, entrepreneurship).

"I think that a lot of organizations at the moment are having cut backs on IT, even though IT can help you to get out of a crisis if you do it right. In the short term it is smart, in the long term it is fatal. " [A8: Recognition conflicting views/vision] --- Interviewee 4

"Yes that is correct, you can clearly see those differences. I think that it does apply to most organizations. We are so busy with the problems, that we do not have time to look at the problems, or a solution for the problems. That is something I notice in 9 out of 10 organizations." [A8: Recognition conflicting views/vision] --- Interviewee 17

"I think that information managers in times of crisis are primarily asked to standardize, instead of working on new innovation tasks. […] Information Management should actually be the driver to renew and find new ways." [C8: Conflicting views/vision in Crisis] --- Interviewee 5

"We are just getting out of a restructuring/reorganization, whereby initially it was said that we need to save costs within the entire organization; therefore also on IT. That was the view of my manager initially. But now we see that by investing in IT, that in the end we are saving on the entire business/operations.” [C8: Conflicting views/vision in Crisis] --- Interviewee 7

5.4. CIO competencies / AI2M, SQ3: What are the current views on the role and competencies of the CIO?

5.4.1. Researching/exploring the AI2M (table 4, category 2, Question 2: In the AI2M a tenth square is added to the AIM/9-square model. Do you recognize/agree with the competency profile for the Information Manager as described in the AI2M?) One important aspect of this research as discussed previously was to connect the competency profile in the shape of the AI2M to practice. This consisted of three parts; seeing if the competency profiles (and competencies) were being recognized, discussing competencies in general (if redefinition of AI2M competencies are needed, if there are missing competencies, what the most important competency is) and lastly researching if the competency profile can be seen as “future-proof” which was an important aspect when the profile was initially researched and released. Out of 16 interviewees, 15 stated they recognized/agreed with the competency profile at is was proposed to them even though some remarks were made regarding certain competencies that were less relevant,

"So yes I can agree with these competencies, except for the scientific knowledge part, especially when you are talking about competencies." [A2: Recognition/Agreement AI2M] --- Interviewee 2

"Managerial skills and business knowledge, scientific knowledge and critical thinking skills, communication and learning skills, affinity with IT and information systems, yes I recognize them obviously. So I can agree with these competencies " [A2: Recognition/Agreement AI2M] --- Interviewee 4

"I think it is written / formulated in a good manner, I think that it is cleverly done. […] When you look at these four competencies you are already flexible when you meet all these competencies because they are so diverse. Here it has shown in the last few years that the competency profile of the information manager is quite difficult and demanding. That says something about how far the competencies are apart to perform the role in a successful way. " [A2: Recognition/Agreement AI2M] --- Interviewee 14

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO needed to be changed/expanded or redefined. The one interviewee not recognizing/agreeing with the profile stated that they are important competencies but did not find the profile differentiating or distinctive enough from other roles and positions (A2: Recognition/Agreement AI2M). The four competencies as stated in the competency profile were all deemed important. However as stated earlier some interviewees did have remarks regarding certain competencies. In Scientific knowledge and Critical thinking skills, especially the critical thinking skills were agreed upon. Most interviewees were not sure about the scientific knowledge because it was argued that it is more about having analytical thinking or being creative/having a vision and that people without scientific knowledge can also be good and/or successful information managers (B2: Scientific knowledge and Critical thinking skills). The opinion on the competency of Affinity with IT and Information Systems is very different among the interviewees. Were some see the competency as being a ‘must have’ or the fact that not having any affinity is not a possibility, however it was also stated that the ‘future-aspect’ is also very important that you also need to be able to deal and understand trends and innovations. A few interviewees stated it is less important and stated for example that it is described to broad and you can rely on the IT side of the company (C2: Affinity with IT and Information Systems). Regarding the competency of Communication and Learning skills there was more agreement among the interviewees. It was seen as a very important competency although it was argued it is more about ‘interaction’ than simply ‘communication’. Summarized it is clearly seen as an essential competency that also helps you make the connection to practice (D2: Communication and Learning skills). The last competency as shown in the competency profile is Managerial skills and Business knowledge. It was stated that the business component of the information manager is very important although moving more in the direction of seeing the whole organization, working with other people, co-operation and understanding what people are doing. The role of the information manager is therefore less about managing and more about understanding the business/organization (E2: Managerial skills and Business knowledge).

"Scientific knowledge, yes it is important when you have knowledge regarding the available theories. Critical thinking is definitely on top." [B2: Scientific knowledge and Critical thinking skills] --- Interviewee 3

"I do not know if a CIO should really have scientific knowledge. […] What you probably mean are analytical skills that is the more commonly used term in HRM." [B2: Scientific knowledge and Critical thinking skills] --- Interviewee 16

"You need to have insights/understanding of IT, affinity. Without being a programmer. But you need to know what the trends are, so yes that is correct.” [C2: Affinity with IT and Information Systems] --- Interviewee 5 . "Yes affinity with IT is obviously important. […] What you could add is what is expected by the organization, someone that does not only know what it is like now but also know where it is moving towards/what the developments are. " [C2: Affinity with IT and Information Systems] --- Interviewee 16

"I think that communication and learning skills are one of the most important competencies you need." [D2: Communication and Learning skills] --- Interviewee 6

"Communication and learning skills you obviously need. Because you need to communicate and think about the possibilities of IT." [D2: Communication and Learning skills] --- Interviewee 13

"For me it is related to the old way of thinking. As a society we are moving more and more towards experts that you bring together in temporary relationships and together try to get the best possible results. Therefore I feel that managerial skills is really about directing people on their tasks. And I think you should move towards a situation where you can create partnerships." [E2: Managerial skills and Business knowledge] --- Interviewee 1

"Managerial skills, business knowledge yes I agree. I am not sure it really is management because you are never managing, but you need to understand how the business/organizational structure is working. The way the organization is working and who you need to contact when you need assistance. " [E2: Managerial skills and Business knowledge] --- Interviewee 6

5.4.2. Competencies of the CIO (table 4, category 5.1, Question 5.1 Are there other competencies (or areas) that currently do not (clearly) appear within the profile (but are vital within the different phases)? The second part regarding the explorations of the competencies of the CIO was focused on the competencies in general but also keeping the AI2M in mind. The question resulted in three kinds of answers; if a redefinition of AI2M competencies is needed because there are other words, words with a different meaning that give a better view on the competencies that are required. If there are any missing competencies that are also important for the CIO and what in general the most important competencies are (they can either be inside or outside the AI2M). Starting with Scientific knowledge and Critical thinking skills it was mostly argued that the competency

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO of scientific knowledge is also related to Creativity/innovation, vision/strategic thinking and analytical skills/abstract thinking. Regarding Affinity with IT and Information Systems, it was mentioned that it is also about affinity with information and innovation/change, so therefore also being able to look into the future. The often mentioned redefinition of communication and learning skills is the fact that it should not be about communication skills but interaction skills; being able to interact. And finally when discussing the Managerial skills and Business knowledge it was stated that it should be more about process understanding/management, organizational skills/knowledge/sensitivity, entrepreneurship and vision. Even though these redefinitions of competencies would improve the profile according to the interviewees, it does not mean it influences the recognition/agreement of the profile as seen previously (A5.1: Redefinition of AI2M competencies). Missing competencies were also mentioned but were mostly regarding the subjects of entrepreneurship, curiosity, creative/innovative thinking, adaptability/flexibility/adaptivity/adaptive skills and organizational (processes) sensitivity/knowledge. In the missing competencies the aspects of innovation and adaptability/adaptive skills, although sometimes referred to in a different manner, were often recurring within the answers of the interviewees (B5.1: Missing competencies). The last subject was regarding the importance of the competencies and especially what the most important competencies are, derived from the answers of the interviewees. It was clearly visible that out of the AI2M competencies critical (analytical) thinking and especially communication (interaction) skills were seen as being most important (C5.1: Most important competency).

5.4.3. Future proof-ness AI2M (table 4, category 5B, Proposition 5B: An information Manager that has these competencies (as described in the AI2M), can perform his/her task currently and in the future in a successful manner. As discussed in this study, when the competency profile (AI2M) was initially researched and presented, making it future proof was one of the most important aspects. The fact that with the competencies mentioned in the profile you could not only currently perform your task/role as information manager/CIO in a successful manner but also in the future. When asked the opinion of the interviewees 15 out of 16 interviewees agreed that the AI2M is future-proof. The one interviewee not agreeing stated that it is not only the competencies that make you successful (now and in the future), experience is also very important and necessary to make that possible.

"The competencies that are stated there will always be relevant. You always need communication skills, you need to be able to learn, you need to understand the business, you need to stay critical, you need to have affinity with IT so they stay relevant. The fact that IT and the business are continuously changing, does not change that, however you do need to move/change along with them. " [A5B: AI2M is future-proof] --- Interviewee 4

"It is not the case that other competencies appear , because you have different phases, These competencies are generic or future- proof. Future-proof in the sense that they cover the essentials. […] They are also not bound to a specific sector or industry. I see it as a role that can be of added value in every information intensive organization." [A2: Recognition/Agreement AI2M] --- Interviewee 9

5.5. Relation IM/AIM to ACoR/Change, SQ4: In what way do dynamic changes influence (the focus of) information management?

5.5.1. Focus on IM/AIM in ACoR (table 5, category 6, Question 6: Do you think that there is a different focus/emphasis on Information Management in the AIM in the different phases of the adaptive cycle?) An important subject within the interviews was regarding exploring the relationships between the different models; more specifically between the different aspects of information management (within the AIM) and the adaptive cycle, between the different roles of the information manager/CIO and the adaptive cycle and between the different competencies (as discussed in the AI2M) and the adaptive cycle. Starting point of the exploration between the aspects of information management and the adaptive cycle was to research if there was a specific focus on IM (within the AIM) in the different phases. In general there was a slight focus towards strategy in crisis/new combinations (B6: Focus IM/AIM in Crisis, C6: Focus IM/AIM in New combinations), strategy and especially structure in entrepreneurship (D6: Focus IM/AIM in Entrepreneurship) and a slight focus on operations in equilibrium (A6: Focus IM/AIM in Equilibrium). However, in all phases, all aspects of the AIM were mentioned together with interviewees stating there is no specific focus and that all aspects of the AIM are relevant in all the different phases. Therefore instead of calling it a focus it might be better to talk about a “slight emphasis on” instead which would suit more to the fact that many different answers were given and the fact that multiple aspects of IM were mentioned in certain phases by interviewees (example having a focus on both structure and operations

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO in equilibrium). Interesting remarks were made in relation to the crisis phase were two interviewees talked about the fact that you might temporarily ‘drop out’ of the AIM because you are not able to target, organize and/or execute. That there is no clear focus on specifics parts of information management is also supported by the fact that there was no clear view/answer on cyclical movements within the AIM (A6.3) and later on when the discussion of the answers given regarding the focus on information manager and competencies in relation to the adaptive cycle takes place which shows the same pattern.

5.5.2. Connecting AIM to ACoR (table 5, category 6.2, Question 6.2: Are changes needed in the AIM to better link/connect it to the Adaptive Cycle?) Because the main focus of this part of the interview was to research the relation between the AIM and Adaptive Cycle interviewees were also asked about their opinion regarding possible needed changes within the AIM that would make it able to better connect to the ACoR. The general opinion was that no changes were needed although some possible changes were mentioned regarding a possible internal/external aspect of technology/operations, a move towards the top left in the shape of a four square model and that the addition of the 10th square (the AI2M) makes it possible to better connect the AIM to the adaptive cycle because it makes the AIM less static (also made less static because of the connection to the adaptive cycle) (A6.2: Needed changes). However the discussion of the new perspectives (SQ6) that were derived from the interviews later showed that the mentioned changes are happening on their own within information management/within the AIM and were not specifically related on using those changes to make a better connection to the adaptive cycle. The changes might help to make a better connection but the mentioned changes are not primarily for the reason of making a better connection to the adaptive cycle or caused by the adaptive cycle. This question therefore might have been interpreted incorrectly. Instead of “Are changes needed in the AIM to better link/connect it to the Adaptive Cycle” the question maybe has been interpreted as “Are changes needed in the AIM, causing a better/link connection to the Adaptive Cycle?”, this would give a better explanation of the answers that were given. That is why the discussion of the mentioned changes will be discussed primarily in SQ6.

5.5.3. ACoR influences IM (table 5, category 6A, Proposition 6A: Information Management is influenced by the developments as described in the Adaptive Cycle) However, as opposed to the previous question, the interviewees did acknowledge the fact that the adaptive cycle does influence information management. Out of the 16 answers given by the interviewees, all 16 agreed that the adaptive cycle influences information management (A6A: ACoR influences IM). Multiple examples of this influence were given for example; that fact that you need to be in sync with the cycle, you need to adjust and that you need to focus more on innovation.

"If you perform well as an information manager and you show that you make this possible, that you think of new things starting from a crisis and can entrepreneur these new things to get back into an equilibrium then yes you did your role successfully and you develop yourself within that role. " [A6A: ACoR influences IM] --- Interviewee 6

"That influences the work you do to a high degree. If you do not have those influences then you are not synced/adjusted to the dynamics of the organization. The dynamics of the organization are not decided by us, we try to anticipate, direct, support, them as much as we can and keep them in mind." [A6A: ACoR influences IM] --- Interviewee 8

5.5.4. Influence ACoR on (IT) systems (table 5, category 7, Question 7: Does the adaptive cycle influence the current or future-used IT/(Information) Systems?) As discussed the adaptive cycle influences information management according to the interviewees. But does this also mean the adaptive cycle has an influence on the current or future-used IT and Information Systems (within organizations) or just on the way information management and the information manager acts and responds. Looking at the answers given by the interviewees, the influence is less clear and apparent, however, still visible on three levels; current systems, future systems (and providers/suppliers) and the view on technology in general. The adaptive cycle shows an influence on current systems because you can have different levels of adjustment or you have a different emphasis on your current systems within certain phases (there might have too much focus on current systems). It might also change the view on the lifespan or flexibility of systems (A7: Influence current systems). Regarding the influence on future systems the interviewees stated that you have smaller (simplified) projects and systems, more focus on innovation, shorter lifespan, increased flexibility (and increased standardization in certain phases) (B7: Influence future systems/providers/suppliers).

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

According to the interviewees the adaptive cycle might also cause the fact that your view on technology changes in general, technology becoming subordinate and more of a commodity (C7: Influence on the view on technology), matching the view on future systems because of the shorter lifespan, smaller projects and increased flexibility.

"At the moment that you are in an equilibrium, you are focused on tuning your systems; minimal adjustments. At the moment you are in crisis you might change/renew all your information systems so there is a big difference there. The crisis might sometimes help you to get rid of your old legacy systems." [A7: Influence current systems] --- Interviewee 3

"I think that projects will become smaller, although I am looking into the future by saying that. The reality is stubborn. […] And that you can also from the perspective of the user by using building blocks can let the user combine and assemble it. […] So the provider/supplier role is changing, I think that there will be less big parties and more parties that also deliver information knowledge together with their products." [B7: Influence future systems/providers/suppliers] --- Interviewee 1

"Technology is becoming more and more of a commodity, becoming plug & play, cloud, standard solutions. The IT market from the last five/six years from what I have witnessed are getting more and more mature in that area. As an information manager you should not want to direct/coordinate commodities. " [C7: Influence on the view on technology] --- Interviewee 8

"You can see that it is expected of information managers to have more and more business perspectives, even organizational science perspectives instead of just IT. IT has become much smaller. People have said IT has become a commodity and that might be the case. " [C7: Influence on the view on technology] --- Interviewee 12

5.5.5. ACoR and IS/IT requirements (table 5, category 7A, Proposition 7A: There are different requirements for IT/(Information) Systems in the different phases of the adaptive cycle) Even though most interviewees talk about a changing view on systems and technologies, the adaptive cycle does not clearly influence the requirements systems have or that future systems might get. From the 16 interviewees 7 stated there is an influence, 7 stated there is not an influence with 2 answers not clearly being yes or no (undefined). Therefore one could argue that the influence is on the systems and technology in general instead of specifically the requirements those systems have. Where interviewees agreeing with this proposition stating that you need to change along with your business and therefore readjust your systems and requirements and that it is possibility that the requirements you establish are different in each phase. Interviewees disagreeing stated that you should have the same requirements in every phase, it should relate to the entire cycle (instead of separate phases) and that there are different dimensions to view your systems in instead of having different requirements (A7A: IS/IT Different requirements needed in all phases).

"You can look at the way you go through the phases and what that means for the requirements you set/establish, those could be different for each phase, that could be a possibility. In a crisis phase you develop slower and therefore you have different requirements." [A7A: IS/IT Different requirements needed in all phases] --- Interviewee 11

"I do agree, although in a crisis you look more at the financial side. In equilibrium you look at it from a different perspective in the sense of; is it still doing what it should be doing. In the entrepreneurship phase you look at new possibilities, so you look at it from different dimensions. The requirements themselves will not be that different no. [A7A: IS/IT Different requirements needed in all phases] --- Interviewee 7

5.6. Relation CIO/Information Manager to ACoR/Change, SQ5: In what way do dynamic changes influence (the focus of) the role and competencies of the CIO?

5.6.1. Focus on Information Manager roles in ACoR (table 6, category 4, Question 4: Do you think that there is a different focus/emphasis on the CIO/Information Manager roles in the AIM in the different phases of the adaptive cycle?) Already shown during the discussion of the results in regards to the research/question on the relation between (the focus of) information management (in the AIM) and the Adaptive Cycle, the answers did not gave an indication for a clear focus on certain aspects within the AIM and the phase within the cycle. Looking at the roles of the CIO/Information Manager, which are also shown within the AIM, there is again not a clear focus

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO visible when looking at the answers of the interviewees. This is not only visible in the number of times roles were mentioned within each phase, but also because interviewees mentioned multiple roles within their answers showing that there is not one clear role within each phase. When comparing the interview answers with the answers regarding the focus of AIM within the phases, one can recognize some similarities. Especially in crisis but also in new combinations there is a slight emphasis on the roles related to strategy: information partner in strategy, trend watcher and information policy maker (B4: Focus CIO role in Crisis, C4: Focus CIO role in New combinations), similar to the focus of information management within those phases. In entrepreneurship there is an emphasis on the alignment manager (D4: Focus CIO role in Entrepreneurship), matching the emphasis on structure within the AIM (although the emphasis on strategy in entrepreneurship is not recognizable within the roles), while in equilibrium (A4: Focus CIO role in Equilibrium) there is a slight emphasis on roles within operations, matching the slight emphasis on operations seen earlier. However within the roles there is also an emphasis on the alignment manager part of ‘structure’ within the AIM which was not an emphasis that also can be related to the answers related to the focus within AIM in relation to the cycle. Therefore it is interesting to see, that even though there is not a clear pattern within the phases of the cycle in relation to information management and the CIO, there is a pattern visible when comparing the focus on AIM and the roles of the CIO/Information manager within the AIM and the different phases of the cycle. In other words the general emphasis on aspects of and roles within information management in relation to the adaptive cycle shows a possible relation.

5.6.2. Exploring/Exploiting and the CIO (table 6, category 4.1, Question 4.1: Does the information manager/CIO has a different role/competencies, left (exploiting) and right (exploring) in the Adaptive Cycle? Another aspect of the adaptive cycle is the distinction between left and right or exploiting/exploring. In the exploiting side of the model you are in the entrepreneurship and equilibrium phases, while in the exploring side you are in the crisis and new combinations phases. The interviewees were asked if, besides having a focus in a certain phase, there is also a distinction between (aspects) the roles and competencies of the CIO in both exploring and exploiting. In this case the question was not related to the different roles as seen in the AIM, but more regarding the CIO in general. The main view taken from the answers of the interviewees is that in the left side the focus is more on control, continuity. Where in the right side the focus lies on creativity, being active and managing projects (A4.1: Different role exploiting/exploring). There were not any clear views on the competencies being different in regards to the left and right side of the model, although one interviewee stated that is important that you possess the competences to switch between the different positions (in exploiting/exploring) within information management, while another interviewee stated that you do not have different competencies, you can still use the same ones in both sides of the model and that only the focus is different, which is something that will be further explorer later on (B4.1: Different competencies exploiting/exploring).

"In the crisis phase, but also in the new combinations phase, I think that you need more active and creative people than when you are in an equilibrium or entrepreneurship phase. In the equilibrium phase you need to make sure the continuity is in working order and that everything runs well. […] It can be the same person but that does not have to be the case. You can be less suited, which means you need to make sure you hire people that supplement you in that area. " [A4.1: Different role exploiting/exploring] --- Interviewee 2

"I am not sure if different competencies are needed, because I still have the feeling that I can use the same competencies in both sides of the model. Only my focus is different" [B4.1: Different competencies exploiting/exploring] --- Interviewee 6

"Your most important competency is that you can switch between different positions within information management. " [B4.1: Different competencies exploiting/exploring] --- Interviewee 15

5.6.3. View/understanding of the CIO on ACoR phases (table 6, category 4B, Proposition 4B: The Information Manager/CIO must have an understanding of the (current) phase of the organization to make the correct decisions (surrounding Information Management) Even though there might not be a clear focus on certain roles and aspects on information management within the different phases, the interviewees were in agreement that it is very important to understand the adaptive cycle and more specifically the phase you are currently in; that you need to know in which phase you are, to make the correct decisions.

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

Out of 16 interviewees that were asked to respond to this proposition, all 16 interviewees agreed that is important to have such understanding. The reasons that were given why this is important were mostly related to the fact that you as an information manager need to respond to what is going on, therefore you need to recognize the phase to be able to respond and to be able to implement things in the right way and at the right moment. Taking it one step further; it is also important for an information manager to anticipate, therefore understanding the phase of the organization can help you to know what is coming next and what is important to keep in mind (A4B: Understanding ACoR phase important).

"You should definitely have that as an information manager because that is part of your role. You need to be able to recognize change and respond to it. That also means that you recognize the phases and that you deal with them in a correct manner." [A4B: Understanding ACoR phase important] --- Interviewee 2

"Absolutely. I think that it is crucial . What we discussed earlier; you need to be creative and combine that with being strategic. But you have to implement that in the right way and at the right time. Otherwise it damages or disappears into nowhere. I think that it is crucial." [A4B: Understanding ACoR phase important] --- Interviewee 17

5.7. Relation Competencies/AI2M to ACoR/Change SQ5: In what way do dynamic changes influence (the focus of) the role and competencies of the CIO?

5.7.1. Influence ACoR on competencies (table 7, category 3, Question 3: What does the adaptive cycle mean for competencies (of the Information Manager/CIO) in general? Before looking if there is a possible focus on different competencies within the different phases of the adaptive cycle, it is important to first explore if there are any possible influences of the adaptive cycle on competencies in general. Out of the 13 interviewees that responded to the question, 10 stated that the view on competencies is changing because of the adaptive cycle. More specifically that one for example needs to be able to use your competencies in a different way according to the phase, ‘hybrid’ people/competencies, a shift to core competencies for different roles and you need a certain flexibility. The interviewees that did not agree suggested that it does not change in general, but that the focus on certain competencies is important and that you can respond to the cycle in general (A3: Changing view on competencies). The flexibility was already mentioned, other competencies that were mentioned specifically because of the adaptive cycle were, creativity, entrepreneurship and having the competencies to connect the different aspects of IM with the different phases (B3: Different competencies needed).

"I think that as an information manager you need to master the whole adaptive cycle. You need to be able to deploy yourself during each moment of the adaptive cycle. That means that you need to have a competency profile, like you have described, that oversees the broad nature. " [A3: Changing view on competencies] --- Interviewee 8

"The way I view it, I think a lot of people would not agree, but in my organization I always say that you have a couple of core competencies; things you are good at. But, especially when looking at the adaptive cycle, if you are not able to be flexible; you can just quit." [A3: Changing view on competencies] --- Interviewee 10

"No, that does not change the view on competencies in general. But it is true that in certain phases you will rely more on certain competencies than others. The competencies themselves do not change, but the demand for a certain competency can be bigger in a certain phase than other competencies. That is at least my view." [A3: Changing view on competencies] --- Interviewee 9

5.7.2. Future proof competencies and the ACoR (table 7, category 3A, Proposition 3A: Because of the developments shown by the Adaptive Cycle, it is impossible to work with long competency lists if the competencies need to be future-proof (need to be able to deal with the adaptive cycle) One important starting point/principle when researching and creating the competency profile as discussed in the AI2M, is the fact that it was based on the Dublin Descriptors or in other words “core competencies”. This to ensure that the competency profile as discussed in the AI2M, is the fact that it was based on the Dublin Descriptors or in other words “core competencies”. This to ensure that the competency profile would still be able to be relevant in the future, where the same competencies can be used to still perform the job of CIO/information manager in a successful manager. If you have a long lists of competencies it is first of all hard to meet them all

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

(and to meet them at a certain level), but it is also very hard to keep them relevant for a long period of time. When the interviewees were asked what their viewpoint was regarding the future proof-ness of long competency lists out of the 15 answers, 14 agreed stating that long competency lists are not future-proof while the other answer being undefined. It is much more important you have a certain number of core competencies that you are able to change/switch, the essence needs to be right (A3A: Future proof-ness long competency lists).

"The number in the end is decided by the organization. Obviously you can say that you connect 20 competencies to a certain role/job/function but then you know you will never find a person like that. […] You need to have a number of core competencies. When you are talking about being honest or possessing integrity that speaks for itself. Therefore you need to decide on explicit competencies." [A3A: Future proof-ness long competency lists] --- Interviewee 7

"I have issues with long competency lists, because of the reason I do not believe in them. […] Knowing what is going on in the market and being able to respond, change along with the market and as a result do something else. So my view on competencies is always to keep it limited, keep it specific for a certain job, but make sure the person is ready and able to change. Because a very broad competency profile is nonsense." [A3A: Future proof-ness long competency lists] --- Interviewee 10

"I totally agree, 100%. That is a struggle I frequently have, both internally within the company and with customers. It has no point to be specific and detailed. You need to have certain core competencies like creativity and when the essence is right, the remaining/others will come naturally. That is my way of thinking." [A3A: Future proof-ness long competency lists] --- Interviewee 17

5.7.3. Focus on competencies in ACoR (table 7, category 5, Question 5: Which competencies (of combination of competencies) as described in the AI2M, do you think are most important within the different phases of the adaptive cycle? Matching the pattern as shown when connecting both information management and the roles of the information manager/CIO to the different phases of the adaptive cycle; there is not a very clear focus recognizable. However, where the connection between information management and the roles and the adaptive cycle did show a slight emphasis on certain aspects and roles, it is a lot harder to see for the competencies. Like information management and the different roles, multiple competencies are mentioned within the different phases by the interviewees, but in total the numbers are very close together, especially in the equilibrium phase (A5: Focus competencies in Equilibrium). This is further shown by the fact that the answer of no specific focus/all competencies are needed/other competencies needed (outside the AI2M) is higher when compared to all answers than was the case at the two other discussed relations. One interesting conclusion that can be drawn is the fact that communication skills is overall one of the often mentioned competencies (B5: Focus competencies in Crisis, C5: Focus competencies in New combinations, D5: Focus competencies in Entrepreneurship), matching the fact that it was earlier mentioned by most interviewees as being the ‘most important competency’ within the AI2M. Because the answers and number of answers are so close together the only conclusion that can be drawn is the fact that you need all competencies in the different phases, with maybe a slight (could be temporary) emphasis.

5.7.4. Changing CIO competencies ACoR (table 7, category 5A, Proposition 5A: The competencies of the Information Manager remain the same/unchanged in the different phases of the adaptive cycle, but the focus/emphasis is different.

"There are competencies that are stated here that you need in the entire cycle. But depending on the phase you are in you use one more than the other. But you still need the complete package. Unless you would say I am going to deploy someone else with other competencies, but I would say that does not work. You need to be able to switch between different roles and competencies within the package you are describing. And you need to be able to utilize it in a different way at different moments of the cycle." [A5A: Same competencies, different emphasis (in ACoR] --- Interviewee 8

"Translating it back to my mindset/conceptual framework, I just said that the competencies you are describing here I can work with; I do not miss any essential competencies. Then for me it is a closed system; that is the framework to act within as an information manager. Therefore the competencies do not change in a phase, but you will probably rely more on certain competencies than others in certain phases. Or maybe on a certain part than other parts." [A5A: Same competencies, different emphasis (in ACoR] --- Interviewee 9

"Yes I think, and in general that applies for all managers, not only information managers. Every manager is a great manager if they can use their competencies based on the situation. " [A5A: Same competencies, different emphasis (in ACoR] --- Interviewee 10

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

The conclusion drawn in the previous category also shows in the answers given by the interviewees regarding the proposition that the competencies of the information manager/CIO stay the same in the different phases of the cycle, but that your emphasis is different. Out of 16 interviewees that answered this question, all 16 agreed with this proposition. This further supports that you are not just using certain competencies or that they continuously change; you use the competency profile you have with a possible emphasis with your profile in different phases of the cycle. This shows in the explanation by the interviewees for example that you need all competencies, you are not going to behave differently and that you have a different emphasis on certain competencies or you need to be able to utilize them in a different way (A5A: Same competencies, different emphasis (in ACoR)).

5.8. New perspective, SQ6: Is a new perspective on information management and the role and competencies of the CIO visible (or required)? Answers were also derived from the interviews regarding SQ6 which has been discussed in the methodology section of this paper: Is a new perspective on information management and the role and competencies of the CIO visible (or required)? Regarding this sub question no direct interview questions were asked/stated for the reason as discussed within the methodology part of this thesis: “The reason for this decision lies in the hope that an interviewee’s personal perspective would ideally emerge naturally through the other pre-defined questions”. If direct interview questions would have been asked regarding this subject, this new perspective would not have emerged in a natural manner and could have been influenced by the question or subject. In the end two category could be derived from the answers stated by the interviewees: regarding a new perspective on information management and regarding a new perspective on the CIO/information manager. Within both categories the answers were divided into two codes: the core of IM or the CIO role, and visible IM/CIO shifts/changes/trends.

5.8.1. New perspective on information management (table 8, category SQ6.1) Regarding the core or most important aspects of IM, it is clear that, according to the interviewees it is on the business aspect of information management; innovation, strategy, people, alignment, directing or in other words towards the top left of the AIM. This is different from the ‘cross’ within the AIM which used to be the core as described in the literature study of this thesis (ASQ6.1: Core of IM/Most important aspects). Other interviewees talk about the shift/trend towards that new core, more specifically how the information manager is shifting towards innovation, however also connecting technological innovation towards the business, so therefore moving towards innovation within a business perspective, moving away from

"When I look at the AIM, I think technology is least important. In ascending order I think, information, communication and business most important. Business clearly most important. [ASQ6.1: Core of IM/Most important aspects] --- Interviewee 2

The AIM shows information management in a correct manner, but I do think that the field of information management is transitioning/moving from right to left and from bottom to top. That is a good thing. But we will never only be the top left square (information partner in strategy), because that way we lose the link to the organization of the information/communication side. That may never happen." [ASQ6.1: Core of IM/Most important aspects] --- Interviewee 8

"When you look at the AIM surrounding information management, I think that operations and technology are becoming things that are not the most important within the scope of the information manager. I think that it is essential that you have a good directing/coordination role, which is the connecting aspect towards technology and operations. As an information manager you need to play an important role in the business side.." [BSQ6.1: IM Shifts/Changes/Trends] --- Interviewee 2 . "I think that an information manager will become a driver for technology, for sure. Then we are talking about this side; matching technological possibilities with business goals; that is a task of information management. And there the “I” could be for innovation instead of information. " [BSQ6.1: IM Shifts/Changes/Trends] --- Interviewee 6

"At the moment it is often the case that technology is outsourced in a lot of companies. Which means the nine square model has become a six square model. There you see that structure is present within most organizations, which is hard to change. And then we have returned to the four square model of Venkatraman (in this case with the focus on strategy, policy, alignment, coordination) and in practice that works better than the AIM." [BSQ6.1: IM Shifts/Changes/Trends] --- Interviewee 12 technology (or the right side of the model) (BSQ6.1: IM Shifts/Changes/Trends).

5.8.2. New perspective on CIO/information manager (table 8, category SQ6.2) This new perspective on the core and current shifts within information management are further supported within the context of the role of the CIO. According to the interviewees the core of the CIO is not in the ‘traditional’

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO cross but also towards the business. Information Managers are staying away from technology and operations according to the interviewees and having their core increasingly in the top left of the model or in other words; information partner in strategy, policy maker, alignment manager and the directing/coordination role in the center. In general strategy is becoming more important for the information manager. One interviewee states that although most information are in the bottom right, they should be in the top left of the model. Another core aspect of information managers lies more within the center role, although also moving more towards the business. The directing/coordination role is seen as one of the core roles, together with the alignment role (ASQ6.2: Core of CIO role). These two core positions also shows within the answers regarding the shifts/trends in the CIO position. What can be derived from the answers is the fact that the CIO/information manager is moving towards the top left, the strategic level and/or towards the coordination/directing role in the center (BSQ6.2: CIO Shifts/Changes/Trends).

"As an information manager I try to deliberately stay away from the technology column. There you need to have technological knowledge, and I think an information manager should not be there because then you are not an information manager. […] The moment I cross that technology line as an information manager I am doing the wrong things. I think that as an information manager you should be able to trust technological experts in the right column, and I should not be there. […] I also do not go to the bottom row/operations row; I am in the top left four squares. I need to understand the operations and technology sides, I need to have good co-operation there with the people that are located there, we need to share the same philosophy/vision in the AIM. " [ASQ6.2: Core of CIO role] --- Interviewee 8

"I only look towards the top and left. Manager IT-facilities manager I think is too much supply-driven and I am not doing that. Not everybody will perform / focus on information management in the same way. But the user ambassador, I think is too operational. " [ASQ6.2: Core of CIO role] --- Interviewee 9

"Real information managers are more in the center. I think it is moving towards the business and not technology or operations. When you are talking about the link, business IT alignment, then the information manager can play a very important role. He needs to be a strategic person, someone with vision and also has a link to the technology." [ASQ6.2: Core of CIO role] --- Interviewee 11 . "When we think in models, I would say that most information managers are in the bottom right square, but should be in the top left square. Because I will never decide the strategy, but I can be close to the strategy. The structure depends on practical things, but I try to have influence there. I try to shape my opinion and shape a vision of the way it adds value. The top left squares are the essential components of information management. " [ASQ6.2: Core of CIO role] --- Interviewee 15

"I see a trend that we move more and more towards the directing/coordination role. So moving away from technology and towards coordination. We are also closer to the business, involved more with the business. So information managers are in these parts of the AIM they need to target and organize within these areas (strategy, policy, alignment, coordination) also outward/external component. " [BSQ6.2: CIO Shifts/Changes/Trends] --- Interviewee 5

"The coordination/directing role of the information manager, or the information management role in the direction of coordination is becoming more important. I only see that emerge in very few theories. […] The boundaries are becoming narrower. I have talked with a lot of people from the field of information management and when you asked them for their position in the AIM a lot of people said they were on intersections, not on a square but somewhere in between. […] That you might get new lines causing a ‘web’ to appear. " [BSQ6.2: CIO Shifts/Changes/Trends] --- Interviewee 12

"Yes it is a trend moving towards the top left, with an emphasis on coordination, policy, strategy, and alignment. For me it is the ideal situation you are describing, because in the end you are able to get a lot more added value for your organization in the top left than in other parts of the model. It is not always like this and that also has to do with the acceptance and perception of information management. " [BSQ6.2: CIO Shifts/Changes/Trends] --- Interviewee 14

"I think that at least within this organization we are moving to a strategic level and less the on operations/technology level. I absolutely think so." [BSQ6.2: CIO Shifts/Changes/Trends] --- Interviewee 16

6. Discussion In this section the outcomes of the literature study, conceptual framework and the interviews will be discussed and relations between the three will be further explored. The discussion will be structured according to the different research questions, with a primary focus on SQ4, SQ5 and SQ6. Meaning that the combined and/or remarkable findings will be discussed along (the most relevant) sub question..

6.1. SQ1: What is change? Can the ACoR model help to better understand change? The literature has shown that change is an entity that passes one state to another state, which might cause the

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO characteristics of the entity to change. Change has been researched within various topics and has a huge influence on organizations. The adaptive cycle of resilience (Abcouwer & Parson, 2011) shows the different phases of change in an organizational context. This can help to show the current state of change and its various characteristics. For example when you are in a phase of crisis, this can help you to better understand and react to this phase. However the model also shows you the phase that is coming next which can help to know which measures to take or which actions to perform to get into that phase and go through that phase in a successful manner. The different dimensions; being certain our uncertain about what you want to do and can do, cannot only be related to organizational change but also to change processes themselves. When the organization is certain about what it wants, it knows the direction it wants to go, while when the organization is certain about “can” it is actually able to follow the direction it wants to take; this also influences the change processes because you might have a certain direction or goal in mind but you also need to have the resources for example to actually follow that path. The model does not show the different aspects or requirements regarding change so in that sense it does not help to better understand change because it is not focused on further exploring change itself. However the different phases understandably have an impact on change and might also cause an organization to rethink its change processes. In other words in can help an organization about the different approached needed within each phase and to understand more about their current (and previous/next) phase in the first place. However it is questionable if it can really help to better understand change. It can learn more about the fact that change is going on and is needed (in some phases more than others), but it primarily shows and helps to know how to react; how to anticipate. The interviews showed that the Adaptive Cycle is a model that gets recognized and that it the nature of the cycle is something that is identified in this manner. The fact the adaptive cycle can help to better respond/anticipate/enact change came forward within the subject of dealing with a crisis. The answers also discussed the fact that because the cycle is recognized, it can also change the view of a person or an organization on when and how to perform change. Normally an organization might not consider looking at change during equilibrium, but the fact that an equilibrium is followed by a crisis changes this perspective. The adaptive cycle therefore can help an organization (or people within organizations) to expand their view on change because the model shows that one can also change or should also change even when things are going well and the organization is able to exploit. This is different from the current description of an equilibrium by the authors. There it is stated that no new strategic choices are required because the organization is certain that it is able to cope with threats, and that any change that takes place are within the existing objectives. However the cycle shows that a crisis is probably inevitable resulting in the fact that it might be a good thing to, even when an organization is in an equilibrium, to always think critically about your strategy, objectives and change. The adaptive cycle can also be applied to different levels within the organization, as shown for example on the level of information management as a result of the interviews. The results also show that the adaptive cycle can help to better react to or enact change because a part of the organization, in this case information management, can reposition itself according to the phase or the organization or the next phase that is arriving. Therefore in conclusion the ACoR might not directly help to better understand change itself, although it does show that change is a continuous process, but helps to better understand the enactment of change (knowing when and why to change), responding/anticipating to change and being able to view change processes/put change processes in perspective.

6.2. SQ2: What are the current views on information management? Looking at the results of the literature study, there is still not a generally accepted view or definition on information management. This makes it hard for information management to get the correct attention and appreciation it deserves. In scientific research, information management is often seen as business-IT alignment. For example in the strategic alignment model (Henderson & Venkatraman, 1993), it is stated that business – IT alignment deals with making sure there is a connection and fit between your business and IT strategy and your organizational and IT/IS processes. However, information management can or should be much more than just aligning your business to IT. Choo (2002) sees information management as the management of information and all the related surrounding factors like business and technology. That definition therefore stays closer related to the name of the field (information management). However information management is also more than just managing the information flows within organizations. In the discussed literature the fact that information management is more than business-IT alignment or the management of information is shown in the Amsterdam Information management Model (AIM). The Amsterdam Information management Model, based on the earlier mentioned strategic alignment model, not only states that information management deals with strategy and operations but also with structure. Besides that information management not only takes place on the business and technology levels within the organizations, but

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO also on its own information and communication domain. In the performed literature study this model/framework is chosen as being the most important and relevant view on information management, especially because of its broad perspective on the nature of information management and not limiting it to just business-IT alignment. That this is still a relevant, although also changing which will be discussed later on, approach is shown in the interviews. Even though interviewees mention changing and other relevant aspects within information management and therefore within the model, it is still seen by most interviewees as a model that captures the essence of what information management is or should be within organizations. Therefore it can be argued that this is still the main view on information management. Besides some changes that are going on, it is argued that one should not arrange an organization in the way the model is structured (separation of business, information and technology). The fact that information management is still not clearly defined or has a generally accepted view not only shows in literature and scientific research, but also in practice. Even though information management and information systems have a vital nature for organizations, as stated by the interviewees, in most cases it is still not getting the attention or recognition it deserves. It can be argued that this would be mainly caused by the fact that it is not clear what the role of information management is or should be and how it can benefit the organization. The interviewees clearly see the vital nature from the perspective of information management, but this is apparently not a shared opinion or view within organizations. Another possibility is that, as shown in the literature study, the essence of information management lies within the ‘cross’ or in other words the information/communication column and the structure row. One could argue that because in this view information management is only related to the structural level of the business, and mostly inside its own field with only connections to both the business and technology (instead of having a close relation/position) is the reason why information management is not getting the needed or serious attention. In the end the business, or the left column, is the one that gives a certain focus/attention and respect to other parts of the company. This also relates to the new perspective derived from the interviews that will be discussed later on. In short there are a lot of different views on Information Management which makes it very hard to make a clear distinction about the essential/core aspects of this vital part within organizations.

6.3. SQ3: What are the current views on the role and competencies of the CIO? The role of the CIO/Information manager has been researched in a more extensive manner in scientific research. However as stated in the literature study, just like information management, there is not a clear view or generally accepted view or definition of the role. In this research, the approach based on the AIM has been chosen as distinguished by Abcouwer & Truijens (2003, 2008), Abcouwer et al. (2006) and Abcouwer & Goense (2010). In this approach the different roles of the information manager are connected to and placed within the AIM. The resulting nine roles are the information partner in strategy, the alignment manager, the business partner, user ambassador, application manager, (IT) facilities manager, (IT) trend watcher, information policy maker and the directing/coordination role. The interviews showed that the mentioned roles are still relevant even though there are also other important roles according to the interviewees; primarily surrounding the notion of change which is not a clear role in the AIM only in the shape of the (technologically focused) trend watcher role. Another mentioned additional role could be related to the center directing/coordination role but is focused in the increasing aspect of networking and co-operation. It is interesting to see that both roles are not clearly mentioned within the literature even though they are obviously important aspects of the CIO role in practice. The interview results also showed that there are recognizable conflicting views/vision from the perspective of both the information manager and the organization regarding the role/focus of information management, this could be related to the fact that there is no clear agreement on the role and it is therefore not clear how far the involvement of the information manger should reach and what its added value is for the organization. Regarding the competency profiles there are a lot of different views on the main aspects/main competencies required for the role of CIO and therefore matching the fact comparable to the description of the CIO role, that there is no generally accepted view. When placing the competencies profiles in the AIM as performed in earlier research by Van der Plank (2013) this is further visualized; the competency profiles are separated inside all the different areas of the AIM and also shows that it is not clear if the CIO should have either business, IT or business-IT (link) competencies. The result of earlier research by Van der Plank (2013) is the so called Amsterdam Information Manager Model (AI2M). This competency profile tries to show and discuss the core competencies of the CIO/Information Manager using the “Dublin Descriptors” method. Another goal of the competency profile was to try, by only focusing on core competencies, on making the competency profile future- proof which was lacking in other researched competency profiles. The four core competencies required to be a successful information manager/CIO (now and in the future) according to Van der Plank (2013) are scientific knowledge and critical thinking skills, affinity with IT and information systems, communication and learning skills, managerial skills and business knowledge. Seeing that the AI2M competency profile was based upon a literature study, it was very important to see

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO if it would be recognized/agreed upon in practice. The interviews did show this recognition of the competency profile by the interviewees although some competencies were deemed more important and/or more relevant than others resulting in the redefinition of competencies as stated in the AI2M or mentioning missing competencies that are also important. However that is also the problem when you are working with a limited/core competencies approach, because it is an obvious response that one sees competencies that are not currently clearly specific in the profile; however if you would add all these competencies, you would not follow the Dublin Descriptors/Core competencies approach. Therefore on the one hand it is important to keep the mentioned competencies in mind, while it is also important to keep the chosen approach of the competency profile in mind. As stated one important aspect of the profile is the core competencies approach while the other important aspect, in the initial research performed by Van der Plank (2013), it was stated that the profile was indeed future-proof when related to various changing developments and dynamics. This was also agreed upon in the interviewees were almost all interviewees stated that this approach and this competency profile was indeed seen as being future-proof. In summary there are a lot of different views and perspectives on the roles and competencies of the CIO which causes problems both within the role (and competencies) of the CIO but also the position and role of the CIO within organizations. It is important to note that both in literature and in the performed interviews it is clear that the roles and competencies of the CIO/Information Manager are changing. This will be discussed later on when SQ6 is explored.

6.4. SQ4: In what way do dynamic changes influence (the focus of) information management? In the conceptual framework as discussed within this thesis, and based upon earlier research surrounding the question of changing dynamics in information management (Abcouwer & Goense, 2010, 2013a, 2013b), It was suggested that there is a difference focus within the AIM in the different phases of the adaptive cycle. More specifically on operations in equilibrium, on strategy in crisis and on structure in new combinations and entrepreneurship. This was however not clearly identifiable within the results of the conducted interviews. Looking at the results there was not a clear focus however a slight emphasis on strategy in crisis/new combinations and on strategy, especially structure in entrepreneurship. Keeping in mind the fact that it is a slight emphasis and not a clear distinct focus, this does mean that in both crisis (strategy) and entrepreneurship (structure) can be related to the situation as it is stated in the conceptual framework. It was interesting to see that the equilibrium phase was the only one out of the four phases were a slight emphasis could not even be derived from or discovered in the results. It was also not clear if the fact that there are dynamic changes in the shape of the adaptive cycle requires the AIM to change. There are however changes going on within (the core of) information management, although it is unclear if this is caused by the dynamic changes of the adaptive cycle. Those changes will be discussed later on (in SQ6). Returning to the possible influence of dynamic changes as stated in the adaptive cycle on Information Management, the answers became clearer. According to all interviewees (that answers this question) there is a clear influence on Information Management caused by the dynamic changes. For example the fact that you need to be in sync with the cycle, or your phase within the cycle and that you need to be able to adjust where needed. This influences are suggested in the related conceptual framework where you can also clearly see the fact that Information Management needs to adjust (in that case in the shape of a certain focus) to the phase it is in. Even though this focus was not recognized as discussed earlier, in both the conceptual framework and the interview results it is suggested that it is important you are able to respond, although it might not be a specific focus. Therefore it can be concluded that the adaptive cycle does influence Information Management although in practice in a different way than what is suggested by the conceptual framework. However, as stated by an interviewee, when you are not getting influenced by the adaptive cycle or more specifically by the phase your organization is placed within, you are not synced/adjusted to the dynamics of the adaptive cycle and therefore the dynamics of the organization. Therefore it is not only important that one sees the dynamic changes influence information management, but also is able to respond to them and deal with them. The dynamic changes do not only influence information management, but also the (information) systems used by the organization and related to information management. For example system need to become more flexible, might have a short lifespan or might become smaller. In general technology is becoming a commodity partly caused by the fact that you need to be able to cope with the different phases in the adaptive cycle, including the systems you use.

6.5. SQ5: In what way do dynamic changes influence (the focus of) the role and competencies of the CIO? Another part of the used conceptual framework (Abcouwer & Goense, 2010, 2013a, 2013b), suggested the CIO having a different role left and right in the adaptive cycle. Using this suggestion as a starting point, it was questioned if it was possible to see a focus of the CIO role in all different parts of the cycle (instead of just left

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO and right) and if this also had an impact on the (focus on) used competencies. Therefore the same approach was chosen as the one that was used to search for the possible relation between dynamic changes and the focus of the role and competencies of the CIO; connecting the different roles and competencies to the different parts of the cycle. Starting with the CIO role, there was no clear focus on certain roles within the different phases matching the outcomes of the research on a possible Information Management focus. However what was interesting to see is the fact that again a slight emphasis could be seen and that the emphasis matched the emphasis on the information management aspects; in crisis a slight emphasis on the roles related to strategy and in entrepreneurship on one of the roles in structure. Therefore one could argue that even though there is not a clear focus within the subjects of the CIO and Information Management, you can see an emphasis when connecting the answers of both subjects; in crisis and new combinations more focus on strategy (and roles within strategy) and in entrepreneurship more focus on structure (and one role within structure). It could be stated that because of the emphasis on strategy related roles in the right (exploring) side of the model and on structure in one phase in the left (exploiting) side of the model there is indeed a difference regarding the role of the CIO in the left and right side of the model. This also matches the general view regarding the answers to the question if there is a different role of the CIO in the left and right side of the adaptive cycle. Even though in this case no clear CIO roles were mentioned (which was also not part of the question), the main view from the answers is that indeed in the left side of the model there is more focus on control, continuity; one could argue this can be seen as structure, while in the right side of the model the focus is on creativity and being active; one could argue this can be seen as strategy. Even though there is not a clear distinction, one can argue that there is indeed a different role left and right in the adaptive cycle; matching the statements of the conceptual framework. However that is not the only influence of the adaptive cycle on the role of the CIO. It also causes the fact that a CIO or Information Manager needs to understand the (current) phase of the organization to be able to make the correct decisions surrounding information management. This can be seen as an influence on the role of the CIO because of the increased importance of phase recognition and understanding as an extension of the CIO role. Looking at the influence of the adaptive cycle on the competencies of the CIO a few things can be derived from the interviews, besides the fact that other competencies might become important as discussed previously. Firstly the dynamic changes influence the competencies of the CIO because you need to be able to have the competencies to deal with the fact that there is a cycle and there are dynamic changes. For example you need to be flexible. Another influence is caused by the fact that you need to be able to use your competencies in a different way in different phases of the cycle and being able to connect the different aspect of IM to the different phases. Another influence of dynamic changes on the competencies of the CIO is that long competency lists do not work anymore if they need to be future proof, if they need to be able to work in the different phases of the cycle. This matches earlier research by Van der Plank (2013) and confirms that an approach like the Dublin descriptors on core competencies is needed. When looking specifically into a changing focus of competencies caused by the dynamic changes there is no clear answer and the general view is that you need all competencies, where you might have a slight emphasis or use competencies in a different manner according to the phase you are in, which is not a remarkable conclusion when thinking about the chosen approach of core competencies and future proof-ness. To answer the sub question: there are clear influences on the role and competencies of the CIO although more in relation to the role and competencies in general instead of causing a certain focus, especially in the case of the competencies.

6.6. SQ6: Is a new perspective on information management and the role and competencies of the CIO visible (or required)? According to the interviewees there are a lot of changes going on within information management and especially within the role and competencies of the CIO. This is not strange when the literature shows that there is still no clear view, definition of both information management and CIO and that information management (and the CIO) are still not always getting the right attention within organizations. Besides those factors you have the dynamic changes influencing and changing both information management and the role/competencies of the CIO. Literature study performed in both this paper and earlier research (Van der Plank, 2013) is also showing changing dynamics when connecting the different role descriptions and competency profiles to a certain position within the AIM. Therefore by looking at and combining the performed literature study, earlier research, the results of the interviews and the view of the author a new perspective on information management and the role and competencies of the CIO is both visible and required. For the new perspective both the AIM and AI2M will be used.

6.6.1. Information Management: Shift towards new core According to the interviewees, information management is moving towards a new core which is in the top left of

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO the AIM as opposed to the ‘traditional’ cross in the center as shown in figure 13. Besides that information is moving away from the operations and technology aspect, making certain lines more important because of that new relationship (which are drawn in a different manner as shown). The fact that the core of information management is moved towards the top left and away from technology and operations does not mean they are less important for the organization. However from the perspective of information management they are less close to the core of information management. The movement away from technology and operations can be explained by various reasons; the fact that technology and operations can have an internal/external aspect because of for example outsourcing and/or suppliers. Another reason can be found because of having a separate IT department or IT manager that is located within the squares, which means the link towards those squares is important. Even though the core of information management is moving away from technology and operations, they do not become less important. However instead of being directly related to those parts of information management, in the new core the focus lies on the relationships between the different aspects. Technology and operations will however never completely move away or be removed from Information Management.

Figure 13: Shift towards the top left and new core of information management within the AIM

6.6.2. Information Management: Strategy core Within this model two different core aspects can be derived. One core aspect in regards to the strategy layer and therefore the blue colored squares as shown in figure 14, with a focus on the two dark blue ones but with a clear link towards technology on a strategic level. Within this aspect of information management the core aspect lies on the strategic/innovation part and making sure the three aspects; business, information and technology are connected on a strategic level. This part of the framework shows the close needed relation to the business and information/communication strategy.

Figure 14 (left): One of the core aspects within the new core of information management focusing on the strategic level and innovation.

6.6.3. Information Management: Structure core The second core aspect in regards to structure or the dark green ones as shown in figure 15, with a focus on the relation towards the light green and light red aspects of information management; or in other words the technology on a structure level and the operations level. Because in this part the focus is on managing the relations or lines towards other aspects related to information management another line is added directly towards the technology/operations square. This additional line is needed because of the movement away from technology and operations, which makes the relationship towards the other square more important. Within this aspect the core lies on alignment between business, information and technology on a structural and operational level.

Figure 15 (left): One of the core aspects focusing on structure, operations and managing the various involved aspects and relationships within and related to information management

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

What is interesting to see is that in the performed literature research and the earlier research by Van der Plank (2013), there is also a visible movement towards the top left of the model in both roles of the CIO and competency profiles. Looking at the most recent CIO role descriptions, the focus is matching the two discussed core aspects, while looking at the most recent CIO competency profiles they match the movements towards the top left of the AIM in general.

6.6.4. Information Management: Amsterdam Information management Model 2 (AIM2) By connecting these two core aspects of information management together with the shift towards the top left of the model and therefore away from the technology and operations subjects, it is possible to give a new perspective on the AIM. This new framework is called the Amsterdam Information management Model 2 or AIM2 (figure 16). The difference of the line thickness can be related on the importance of the direct relationship derived from the answers of the interviewees. The main focus of this new framework is on showing the new core and relations of information management. The darker color shows the information management core, while the thicker lines show the most important relationships in relation to that core. Within this new model information management has a closer relationship to the business and strategy and a further distance from technology and operations. The “2” of the AIM2 works in two ways; the fact that it is a next iteration of the model, but also the fact that within the model two core aspects can be recognized (strategy and structure/operations or dark blue and dark green).

Figure 16: New perspective on Information Management resulting in the (new) Amsterdam Information management Model 2 (AIM2), showing the shift towards the top left and the two (new) core aspects of information management.

6.6.5. (adaptive) CIO/Information Manager: (Chief) Innovation Officer & (Chief) Process Officer Within the new AIM2 model, two core roles of the CIO can be described as opposed to the traditional 9 roles: the (Chief) Innovation Officer and the (Chief) Process Officer. Both roles can exist with various managerial levels within the organization therefore making the distinction between an Innovation/Process Officer and a Chief Innovation/Process Officer. This new CIO/Information Manager can be also called the adaptive CIO/Information Manager, because the CIO becomes adaptive by switching between the two roles as discussed below, by being able to use its competencies in a different manner where needed and being able to adapt to the future/adapt to the different parts of the adaptive cycle. The (Chief) Innovation Officer is a combination of the information partner in strategy and policy maker role with a slight edge towards the (IT) trend watcher which is shown by the fact that the role is overlapping the line towards the trend watcher (figure 17). The (Chief) Innovation Officer not only deals with the strategy aspect but as the name says; also the

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO aspect of innovation. For example connecting IT trends to the business, starting and leading change projects, making sure the organization is innovating and changing (regarding the aspect of information management), but also involved in strategic decisions, making policies and manage the relation with the IT manager or department on a strategic level. The innovation officer has a clear future aspect of its role, however involvement with the current strategy, enacting and aligning this strategy to the business, information and technology is also a very important part. In the (Chief) Innovation Officer role you have a close connection to the (Chief) Process Officer, as discussed in this paper, and the IT trend watcher/IT manager/IT department.

Figure 17 (left): The (Chief) Innovation Officer role within the (new perspective on the) role of the CIO/Information Manager.

The other role is the (Chief) Process Officer, consisting of the alignment manager and directing/coordination role with a slight edge towards the business partner and (IT) facilities manager shown by the overlap of the drawing and the thicker lines (figure 18). In this role the main focus lies on alignment of business and technology on a structural and operations level and on managing the relationships with the other four remaining squares in the model. It is called the (Chief) process officer because in the end the focus is on being involved with the business processes of the organization. This can be seen in a broad sense; involvement with the processes on a structural and operational level, alignment of the business and IT and coordination with the (for this role) involved aspects within information management. In the (Chief) Process Officer role you have a closer relation to the earlier discussed (Chief) Innovation Officer role, the IT (facilities) Manager or department, the business partner and to a lesser extent the application manager and user ambassador.

Figure 18: The role of (Chief) Process Officer within the (new perspective on the) role of the CIO/Information Manager.

Looking at the changing nature of both technology and operations these connections/relations can also be with external/outsourcing partners or parties, where the main focus lies on managing this important relation. The two core roles are in close relation to each other (as shown in the thickness of the drawn lines) and can either be performed two separate people or one person switching between the two core roles. Matching the core competencies approach as chosen in the AI2M, both information management and the role of the CIO are moving towards certain core aspects. In AIM the core is visible within the top left side of the model, focusing in those four squares while still having a relation/connection to the others. While in the role of the CIO instead of the 9 roles visible within the AIM, the move is made towards two core roles that grabs the essence of the information manager role. Moving towards a certain core both within information management and the role of the CIO, might also help towards a general view and agreement and having a clearer role from the perspective of the organization causing a closer and more meaningful relationship between the organization and information management.

6.6.6. (Chief) Innovation Officer & (Chief) Process Officer: Case Study / connection to practice The shift from the Chief Information Officer to both the (Chief) Innovation Officer and (Chief) Process Officer is not only visible within the interview results of the performed researched. A Dutch bank (ING) recently announced they are moving away from the traditional Chief Information Officer. In the ING the Chief

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

Information Officer will be separated into two roles: the Chief Innovation Officer and the Chief Operating Officer as shown in the part of the related news article below1: “ING-board removes CIO as we know it today -- The new approach also shows in the board staffing. IT will get organized in a different way within the board room of the ING group. Next to a Chief Financial officer and Chief Risk Officer, CEO Hamers will be joined in the board of directors by a Chief Operating Officer, responsible for Operations & IT, change management and buying. Outside the board there will be a Chief Innovation Officer reporting directly to CEO Hamers regarding strategic innovate IT. […] The role of the classic Chief Information Officer like we know it, as enabler of change within the organization, seems to have ended by chis change at ING. The responsibility of the current IT is part of the business. Initiatives surround strategic renewing IT is a prominent presence within the board room with a direct connection to the CEO. It is quite a big difference from the CIO’s that are currently present (IT-execuvtive.nl, Sytse van der Schaaf, 02.04.14)” What is interesting to see is that within the ING, more specifically the board of the ING group, the Chief Information Officer, in the traditional role is removed. Instead the role is separated into two components; the chief innovation officer and chief operating officer. Even though the roles show differences with the roles as presented in this thesis, it is interesting to see that a division has been made. A Chief Innovation Officer more focused towards innovation and strategy, similarly to the (Chief) Innovation Officer as presented within this paper. The other role, the Chief Operating Officer is however more involved with operations, change management and buying. This role can be compared to the (Chief) Process Officer.

6.6.7. Competencies of the (adaptive) CIO (and (Chief) Innovation Officer and (Chief) Process Officer roles): Amsterdam Information Manager Model 2 This new approach towards information management and the (adaptive) information officer, together with the influences caused by (different phases of) the adaptive cycle, also results in a new view on the competencies that are needed within these roles. By using the Amsterdam Information Manager Model as a starting point and combining the new perspective on information management and the (adaptive) CIO, with the interview results it is able to present the next iteration of the Amsterdam Information Manager Model 2 (AI2M2), shown in figure 19.

Figure 19: New competency profile as a result of the new perspective on information management and the CIO:, the Amsterdam Information Manager Model 2 (AI2M2) or Amsterdam CIO Model 2 (ACM2) of the CIO/Information Manager and therefore the two core roles of (Chief) Innovation Officer and (Chief) Process Officer.

1 http://www.it-executive.nl/content/redactioneel/ing-directie-schrapt-cio-zoals-we-die-nu-kennen (Dutch) 39

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

The Amsterdam Information Manager Model 2 (AI2M2) or Amsterdam CIO Model 2 (ACM2), has a few important differences and changes. First of all it includes the new Amsterdam Information management Model 2 (AIM2) in which the two core components can be placed. Secondly subtle outer lines/arrows are added to show the interrelation between the competencies and the fact that you need all of them and need to use them in combination. Another reason for the lines/arrows that when showing the model/competency profile in practice, during the interviews, a few interviewees wondered about the positioning of certain competencies in the different parts of the model. The added arrows therefore also show that the competencies are not limited to that position. The biggest difference and changes are however regarding the competencies mentioned. The new competencies are a result of the outcomes of the interview, the influence of the cycle and the new discussed perspective on information management and the CIO. However, the outcomes of the interviews also showed that the essence of the framework was right, with only a few changes needed. Therefore the four new competencies are based upon the initially stated competencies and take the original model as a starting point.

6.6.7.1 Critical and Analytical thinking skills (instead of Scientific knowledge and Critical thinking skills) One of the main issues regarding the old competency was the mentioning of the scientific knowledge. Interviewees argued that it is not really a competency but something you have as a ‘basis’ that you take to your role. It was also argued that information managers without specific scientific knowledge can also be successful and that practical experience might be just as important as having knowledge regarding models and theories. It was stated by the interviewees that it is much more important that you have some sort of vision, creativity, abstract thinking and/or analytical thinking. Therefore it was decided to go for analytical skills because that can help to analyze the (current) situation (or phase), can assists in how to respond to certain occurrences but the analytical skills can also help to know what is needed, what the direction should be therefore also being able to have a vision, be creative and play an important role in the strategy row of the model. On the other hand critical thinking skills were seen as one of the most important/essential competencies within the model.

6.6.7.2 Affinity with Innovation and IT (instead of Affinity with IT and Information Systems) Even though the opinion regarding the original competencies was very different among the interviewees, one of the key components of this approach is that the CIO should have both business and technological competencies to make it possible for the CIO to be the bridge between the business and IT. Therefore it was decided to still keep the affinity with IT in the model, of which the information systems are an important part. However what clearly came forward from the interviews was the needed ‘future-aspect’ both within the competency profile in general and specifically connected to this competency. For example it is necessary to be able to understand innovation, be a change agent/enabler or manage change projects. Therefore this competency is related to having both affinity with innovation and change in general, however the aspect of change is also part of the adaptive skills. This not only matches the outcomes of the interviews but also the shift towards the core role of (Chief) Innovation Officer.

6.6.7.3. Adaptive and Interpersonal skills (instead of Communication and Learning skills) One big change within the model lies within the communication and learning skills competency which has become the adaptive and interpersonal skills. Starting with the interpersonal skills, the communication skills were seen by most interviewees as the most important competency within the model. However it was also stated that it is more about interaction, reacting and where needed leadership instead of just being able to ‘broadcast’. Looking at the two core roles, especially the (Chief) Process Officer role, relationship management has become increasingly important from the core to the other relevant aspects of information management. Therefore the managerial skills that were part of the initial competency profile, which according to the interviewees were more related to the aspect of cooperation than leading, can also be seen as part of the interpersonal skills. That is another reason to expand the communication skills to interpersonal skills which consists of the important communication skills however further expanded to make a better connection to practice. Instead of learning skills there are now ‘adaptive’ skills. What this competency means is that you are not able to learn, but that you are also able to respond/react to the phase within the adaptive cycle, to the broad nature of information management, to different emphasis were needed, to the changing nature of information management (and its related aspects), to change in general and most important between the different core roles and core aspects of the CIO and Information Management. This competency makes the CIO more dynamic and adds a required flexibility, which is not only important looking at the changing core of the CIO and Information Management, but also looking at the adaptive cycle and the increased important of change (management).

6.6.7.4. Process and Business Knowledge (instead of Managerial skills and Business Knowledge) Having a (Chief) Process Officer, it is very important to know and understand the various processes that go on within or related to organizations. But even in general it is important for the CIO and for information

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO management to know and understand the business to be able to respond, make better alignment between business and IT possible and being able to have increased coordination between the different aspects and relations of information management. The interviews showed that managerial skills was of less importance because as an information management it is much more about working with other people (in teams) and the earlier discussed coordination. Therefore when looking at the interpersonal skills, that aspect of the role of CIO was already captured within that competency. More important is the knowing and understanding of the business and understanding what people are doing, how processes are structured and understand processes in general within organizations, having organizational skills/sensitivity and how to be of added value to the organization in general. Therefore this also shows in the changing of this competency being more focused towards the organization than on managing (which was already captured within the interpersonal skills). The increased organizational knowledge that is part of this competency also relates to the shift towards the business as shown in the AIM2.

6.6.8 Relation to Adaptive Cycle: New Conceptual Framework The interviews showed a slight emphasis towards strategy in the right side of the model and structure in the left side (entrepreneurship) phase. Looking at the two core aspects and roles within information management and the original framework, the adaptive cycle can be connected in the following manner:

Figure 20: New conceptual framework questioning the relations between the adaptive cycle and the new shown perspectives on information management and the CIO.

The new conceptual framework (figure 20) states that there is a difference in focus / emphasis in the left and right side (exploiting/exploring) of the adaptive cycle. In the exploiting side of the adaptive cycle, the emphasis lies within the structural component of the AIM2, therefore related to the role of (Chief) Process Officer. This means that the emphasis on entrepreneurship and equilibrium lies on managing the different aspects of information management on a structural and operational level and for example on improving the processes with the organization. In the right side of the model the emphasis lies within the strategy aspect of information management and the related (Chief) Innovation Officer. Here the focus lies on making sure there is a new strategy and focus by exploring the possibilities. It is important to note that it is not suggested that the mentioned core aspects and roles are the only ones used and relevant in the left and right side of the model, however when looking at the interview results and the nature of the phases a slight emphasis might be recognizable. It is however to also stay adaptive (hence the adaptive competency) within the phases and that a CIO/Information manager is able to switch between the two core aspects and roles of the CIO where needed.

7. Conclusion & Reflection In this paper the focus was on researching information management, the role and competencies of the CIO and their relation to the adaptive cycle (and change in general). Both a literature study and interviews were conducted in which the subjects of the adaptive cycle, information management and the role/competencies of the CIO were explored both separately and regarding the influences and relations between the subjects. The literature study showed that all three subjects are difficult subjects within scientific research. There is no one clear general view or definition, partly caused by the multiple research that has been performed, resulting in a lot of different views and perspectives regarding the various relevant subjects. The performed interviews further confirmed the outcomes of the literature study by having both agreement but also very different opinions regarding the different subjects that are discussed in this study, showing in the outcome of the interviews. Overall however the chosen models and theories, the adaptive cycle, the AIM (and the roles within the AIM) and

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO the AI2M were recognized in practice. This does not mean that there were no other views outside of the discussed theories, especially regarding information management and the CIO there were a lot of different opinions, for example regarding other roles and competencies of the CIO and different/new aspects of information management were mentioned. Exploring the relation between the dynamic changes, as shown in the adaptive cycle with information management and the CIO did show that both are influenced by dynamic change. Even though not directly regarding a specific focus within information management and the role/competencies of the CIO in relation to a certain phase; one could argue that only a slight emphasis was visible. The dynamic changes however do influence both information management and the CIO. For example the fact that the CIO needs to be able to adapt and respond to the phase of the organization, that other aspects, like innovation, are of increased importance within information management and that new kinds of competencies are needed to be able to cope with the different dynamics within organizations. Another interesting aspect is the fact that a new perspective is visible within the core of information management and the CIO. Matching the movements as seen in literature and earlier research, information management is moving towards the top left of the Amsterdam Information management Model or in other words towards a focus on business strategy/structure and information strategy/structure. This has a huge influence on both the roles and competencies of the CIO that can be derived from and related to this changes in perspective. The fact that there is still no clear generally accepted view on information management and the CIO further supports this perspective change, together with the current perspective on information management within organizations. Moving towards certain core aspects might help to improve this situation. Returning to the main research question: RQ: “What are the effects of dynamic changes (as stated in the ACoR) on (the perspective of) information management and the role and competencies of the CIO (as stated in the AIM and AI2M models)?”

There are effects of dynamic change visible on information management and the role and competencies of the CIO. However they are not necessarily causing a certain focus, as what has been discussed, but it is changing the perspective on what the important aspect within information management, the relevant roles of the CIO and the required competencies to deal with dynamic changes are. For example the CIO is involved with occurring changes, which also influences the competencies required to be able to respond and/or anticipate to these changes. Within information management innovation and change are becoming increasingly important aspects on both a business and technology level and information management is getting closer towards innovation management. As mentioned previously; regarding the competencies of the CIO, the effect of dynamic changes are visible within the required competencies. The CIO needs to be adaptive, be innovative and to be able to react to dynamic changes which all have an influence on the competencies. The dynamic changes also impact and influence information management in general the fact that the CIO for example needs to be in sync with the cycle and therefore with these dynamic changes, which might influence the way you work, the emphasis within your role and the competencies you use. Another example of an effect of dynamic change; it becomes important to understand the changes or the phase you are in to be able to make the correct decisions. Within competencies, or more specifically the view on competencies the effects of dynamic change are also visible. For example long competency lists cannot work anymore and it is important to switch to a core competency approach. However the effects of dynamic changes on information management and the CIO are not only limited to external changes. There are also dynamic changes/shifts visible within the subjects themselves also having an effect on the perspective; requiring a new perspective all together. The fact that information management is moving towards the business and strategy or towards the top left in the AIM, that there are new core aspects visible within information management and the CIO and that new competencies are required to suit this changes are all effect of dynamic change within the field. Therefore the effects of dynamic changes can be seen in both ways; dynamic changes influencing information management and the CIO from the outside, but also influencing them from the inside. The main resulting effect is that (the perspective of) information management and the CIO are both changing because of it as shown in both the new presented models/frameworks (AI2M2 and AIM2) and the emerging roles of (Chief) Innovation and Process Officer within the role of the CIO. Time will have to tell if this change will be the right one for information management and the CIO and if this new and changing perspective can be a starting point to give both information management and the CIO role the much needed (correct) attention it deserves; having an important role within organizations in relation to the various components of information management. .

7.1. Reflection: General remarks When reflecting on the performed research a few things emerge. First of all regarding the scope of the research. Looking at the time that was needed to perform and complete the research and especially to process the data collected, it would have been better to maybe limit to less subjects (for example only focus on the changing role of the CIO) and to limit the number of participants. Regarding processing the data, the qualitative data was

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO coded using a coding scheme. When coding data it is recommended to involve various researchers (Kvale & Brinkmann, 2009), however this was not possible because of the nature of this research. In the end the size of the data sample gave a more complete perspective and made it possible to discuss shared or different perspectives regarding the different subjects. One issue was the fact that it was not able to derive a clear accepted view regarding the different subjects in literature and earlier performed research. This influenced that interviews because certain questions needed to be asked to first research and explore the theories chosen from the perspective of the interviewees. One can argue that the fact that there is no clear definition or accepted view did influence the research. Doing this research was very interesting and satisfying being so closely related to the subject of information management, however because of the scope of the research, especially regarding the number of participants/amount of data also overwhelming and difficult at certain times during the research.

7.1.1. Reflection: Quality of the research: Validity Validity of this research cannot be directly measured but can be estimated. To reflect on the quality of the research performed various aspects will be discussed. According to Maxwell (1992) there are five categories to judge the validity of qualitative research (Maxwell, 1992; Thomson, 2011); descriptive validity, interpretive validity, theoretical validity, generalizability and evaluative validity. Descriptive validity refers to the data accuracy or credibility, the data must accurately reflect what the participant has said or done (Maxwell, 1992; Thomson, 2011). In this research the transcripts were processed in a verbatim or denaturalized manner; meaning that the full transcripts were derived from the audio recording and checked for inconstancies by the interviewees. The transcripts therefore give a good representation of what was being said and the course of the interviews. To further ensure descriptive validity, the way the questions were asked were included in the transcripts. Interpretive validity discusses the quality of the way the researcher reports the meaning of events, objects and/or behaviors as stated by the participants (Maxwell, 1992; Thomson, 2011). However, as stated earlier, the manner in which interviewees responded to the questions for example involuntary vocalization was not deemed as necessary for this research. Therefore the meaning of events, objects and/or behaviors were not explored within this research. Theoretical validity talks about the theoretical constructions that the researcher brings to or develops during the study (Maxwell, 1992; Thomson, 2011). This is an important aspect of this research which is why there has been a clear explanation of the way of thinking of the researches and how or why certain conclusions were drawn (for example based on both interview results and the literature study). This is also partly the reason why a literature study was also performed, to make it possible to relate to the interview results were needed. Another decision made was to process and code the data by using quotes from the interviewees to be able to show and reflect on the full statements made by the interviewee. Generalizability is the subject of being able to apply the theory resulting from the study in a broader perspective (Maxwell, 1992; Thomson, 2011). This is harder to decide because of the scope of the research and the chosen interviewees. However one could argue, looking at the number of participants and the derived answers that the theory in the shape of the new perspective could be applied or relevant to information management and the CIO in general. An important aspect of improving the generalizability was the fact that the interviewees were from different (types of) organizations, performed in various roles within or related to information management and had a broad experience in the field. Looking at the sample size and the type of participations one can argue that, if one would follow the same research design, approach and methods similar answers and research results could be repeated. Besides that the methods used and the way data was collected and processed has been clearly stated and discussed to make replicating the study a possibility. According to Maxwell (1992) there are two levels of generalizability; internal (abstract level) and external (specific to the situation). Because the developed theories were developed from repetitive themes and patterns in both literature and the interview results, one could argue that there is therefore a high level of external generalizability. The internal generalizability is more difficult because the outcomes of the research are very closely related to the field of information management. Evaluative validity assesses the evaluations and conclusions drawn by the researchers instead of the data itself. Even though the perspective of the researcher was a part of the conclusions drawn in the shape of the new perspective and discussed frameworks; they were based on earlier performed research, the experiences gained from the interviews and the held reflective meetings as discussed in the methodology.

7.1.2. Reflection: Quality of the research: Transparency Transparency deals with the quality of the researcher regarding informing and explaining the reader about the way certain interpretations were reached. In other words; the research design, the interview protocol and the coding procedures need to be made explicit (Auerbach & Silverstein, 2003; Thomson, 2011). This important aspect regarding the quality of the research has been discussed within the methodology section of this paper.

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

7.1.3. Reflection: Verification strategies According to Morse et al. (2002) there are five verification strategies that ensure both reliability and validity of the data: methodological coherence, sampling sufficiency, developing a dynamic relationship between sampling, data collection and analysis, thinking theoretically and theory development (Morse, Barrett, Mayan, Olson, & Spiers, 2002). Methodological coherence talks about the required relation between the research questions and the used methods; as shown in the methodology section this has been the case. An appropriate sample size not only talks about the number of participants (which has also been discussed in the methodology) but also that it consists of participants with knowledge of the research topic. Looking at the participants involved in the interviewees the appropriate sample size can be confirmed. A dynamic relationship between sampling, data collecting and analysis means that there needs to be interaction between what is known and what one needs to know. This has been ensured by first performing a literature study regarding the discussed subjects and keeping the conceptual framework in mind. Thinking theoretically talks about the ideas that emerge from the data which need to be confirmed by the collected data. The new perspectives as presented within this paper are based on both on a performed literature study, earlier research and the data collected from the interviews. Theory development talks about the needed micro perspective of the data and a macro conceptual/theoretical understand. In other words that theory is developed as an outcome of the research process and serves as a template for comparison and further development of the theory. These both apply to the presented theory within this thesis (Morse et al., 2002).

7.1.4. Reflection: (main) Contributions The most important contribution is the research relationship between dynamic changes and information management. By researching this relationship in both literature and practice it was possible to contribute a new perspective on information management and the role/competencies of the CIO. Another contribution made by this research is to further explore the subjects of information management and CIO in practice and to contribute a competency profile based on both (previous) literature study and practice.

7.2. Limitations & Future research As stated previously one important limitation was the fact that there was only one researcher available during the collection, coding/analyzing and interpretation of the data. That is why it is important for future research to make use of multiple researchers, especially during the coding phase of the research. Another remark that can be made regarding the data collection is that it took place during a relatively short period of time; therefore having a focus on the current situation. It would be interesting to perform a similar study in the future to see if the discussed matters are still relevant, for example the new presented perspective, or that it has changed over time. Other limitations of the research have been discussed extensively within other parts of the research. Another example of future research would be to further research the new presented perspective. Are for example these core aspects and roles recognized when discussing them with more interviewees? Is a move towards the top left of the AIM(2) recognizable within more organizations? What are the aspects of these core CIO roles in practice? Or, also important, is this a move in the right direction? What does this move mean for technology and operations? Regarding the presented competency profile, it would be interesting to research how one could be assessed/tested on having these competencies or be rated in relation to these competencies. In other words how would one test these competencies in practice? Another suggestion for future research would be to perform research on the needed sub competencies to connect the core competencies to practice, according to the ‘dublin descriptors’ approach that sadly did not fit within the scope of this research. Another interesting subject for future research would be to look at the new conceptual framework as presented. This is at the moment a suggestion based upon the outcomes of the interviews and the old conceptual framework, but are these indeed movements that are recognizable? Are these core aspects and roles identifiable? If there is indeed a clear distinction between left and right, can this be performed in a successful manner by the same person? Or should that person therefore have the core competencies as mentioned in the AI2M2? Lastly it would be an interesting topic for future research to examine the competency profile and the new presented perspective in quantitative research; to really be able to see if it is a pattern and if these are theories and perspectives that are recognizable on a larger scale.

7.3. Acknowledgements I would like to thank my supervisor drs. Toon Abcouwer for the continuous given supervision, direction, assisting in finding interviewees and given advice during the research and the opportunity to perform research within this subject. Besides that I would like to thank drs. Toon Abcouwer for the pleasant cooperation during this last year. It is also important to thank Quint Wellington Redwood for the given possibility of having reflecting meetings and assisting with the search for participants. I would also like to thank the participating interviewees for taking the time and effort to be a part of my research. Last but not least I would like to thank Thomas Moeskops for graphical assistance with drawing the models as shown within this thesis.

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

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Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO Appendix A: Interview questions / structure (and invitation) Below the interview questions can be found as used during the various interviews. The second part of appendix A shows (part of) the invitation that was used when contacting the interviewees (in Dutch) seeing that the interview questions are already discussed below, they are not repeated in the invitation.

Question 1: Do you think your organization experiences the same developments as described in the Adaptive Cycle? (SQ1) Question 1.1: Are the developments in the Adaptive Cycle also identifiably on the level of Information Management/IT/BITA? (SQ1) Proposition 1A: Equilibrium and crisis can be recognized easier (for organizations/within an organization) than new combinations and entrepreneurship. (SQ1)

Question 2: In the AI2M a tenth square is added to the AIM/9-square model. Do you recognize/agree with the competency profile for the Information Manager as described in the AI2M? (SQ3)

Question 3: What does the adaptive cycle mean for competencies (of the Information Manager/CIO) in general? (SQ5) Proposition 3A: Because of the developments shown by the Adaptive Cycle, it is impossible to work with long competency lists if the competencies need to be future-proof (need to be able to deal with the adaptive cycle) (SQ5)

Question 4: Do you think that there is a different focus/emphasis on the CIO/Information Manager roles in the AIM in the different phases of the adaptive cycle? (SQ5) Question 4.1: Does the information manager/CIO has a different role/competencies, left (exploiting) and right (exploring) in the Adaptive Cycle? (SQ5) Question 4.2: Are there other roles outside of the AIM that are relevant and could be connected to the different phases? (SQ3) Proposition 4A: To be successful, an organization needs ‘revolt’ (innovation) and ‘remember’ (proud of its past). An information Manager plays an important role in monitoring/guarding the balance. (SQ3) Proposition 4B: The Information Manager/CIO must have an understanding of the (current) phase of the organization to make the correct decisions (surrounding Information Management) (SQ5)

Question 5: Which competencies (of combination of competencies) as described in the AI2M, do you think are most important within the different phases of the adaptive cycle? (SQ5) Question 5.1: Are there other competencies (or areas) that currently do not (clearly) appear within the profile (but are vital within the different phases)? (SQ3) Proposition 5A: The competencies of the Information Manager remain the same/unchanged in the different phases of the adaptive cycle, but the focus/emphasis is different. (SQ5) Proposition 5B: An information Manager that has these competencies (as described in the AI2M), can perform his/her task currently and in the future in a successful manner. (SQ3)

Question 6: Do you think that there is a different focus/emphasis on Information Management in the AIM in the different phases of the adaptive cycle? (SQ4) Question 6.1: Are there other aspects of Information Management, outside the AIM, that are important (in the different phases)? (SQ2) Question 6.2: Are changes needed in the AIM to better link/connect it to the Adaptive Cycle? (SQ4) Question 6.3: Do you recognize a cycle within the movements of the AIM/of Information Management? (SQ2) Proposition 6A: Information Management is influenced by the developments as described in the Adaptive Cycle (SQ4) Proposition 6B: Good information management and Information Systems are vital for the operations/performance of organizations in the different phases. (SQ2)

Question 7: Does the adaptive cycle influence the current or future-used IT/(Information) Systems? (SQ4) Proposition 7A: There are different requirements for IT/(Information) Systems in the different phases of the adaptive cycle (SQ4)

Question 8: Are there differences in your personal view/vision and the view/vision of the organization on the role/focus of Information Management (in the different phases of the cycle)? (SQ3) Proposition 8A: Information Management is not always receiving the serious and/or proper attention it should get (within the different phases) (SQ2)

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

Question 9: Do you think I am missing anything? Are there any important issues/subjects surrounding this matter that have not yet been discussed?

Interview invitation (without the main questions that were send along): Reinier van der Plank – MSc Information Studies thesis - UvA “Onderzoek naar informatiemanagement en de informatiemanager in veranderende context; richting een nieuw perspectief”

Mijn naam is Reinier van der Plank, masterstudent Information Studies BIS (business information systems) aan de Universiteit van Amsterdam. Voor mijn masterscriptie ben ik bezig met een onderzoek naar informatiemanagement en de informatiemanager in veranderende context. Graag nodig ik u uit voor een interview (van hooguit één uur, het liefst op uw locatie maar eventueel via een conference call) waarin ik u zal vragen over uw ervaringen en uw mening over de rol/competenties van de informatiemanager en informatiemanagement. In het interview zullen onder andere de volgende zaken besproken worden: - De focus van informatiemanagement in een veranderende context - De rol van de informatiemanager in een veranderende context - Visieverschillen van de informatiemanager - Focus van informatiemanagercompetenties in een veranderende context - Eisen informatiesystemen in een veranderende context Op de volgende pagina is een korte beschrijving te vinden van de modellen die ik gebruik in mijn onderzoek zodat de insteek/manier van redeneren duidelijk zal worden en wat als introductie dient op het interview. Op pagina drie zijn verder de hoofdvragen te vinden die centraal staan tijdens het interview.

Het interview zal hooguit één uur duren, wordt anoniem verwerkt in de scriptie en geeft u een reflectie op de focus van IM en de rol/competenties van een informatiemanager in een veranderde context. De scriptie zelf ontvangt u wanneer deze is afgerond, samen met een management summary waarin de hoofdvraag en de belangrijkste resultaten zullen worden besproken. Ik hoop dat de mogelijkheid bestaat om een interview met u te kunnen houden, bij voorbaat dank voor uw medewerking.

Met vriendelijke groet,

Reinier van der Plank

Zoals eerder beschreven kijkt het onderzoek naar informatiemanagement en de informatiemanager in een veranderende context. Om deze brede begrippen specifieker te maken en structuur te geven worden een aantal wetenschappelijke modellen gebruikt. Voor informatiemanagement en de informatiemanager worden het negenvlak (deze veronderstel ik bekend) en tienvlaksmodel (gebaseerd op het negenvlaksmodel) gebruikt, voor de veranderende context de adaptive cycle of resilience. De adaptive cycle en het tienvlaksmodel zullen hieronder kort worden uitgelegd:

Adaptive cycle of resilience: veranderende context in kaart gebracht De ‘adaptive cycle of resilience’ gaat uit van de veronderstelling dat elke organisatie een cyclisch ontwikkelingspad doorloopt. Dit ontwikkelingspad kan worden beschreven binnen een beschouwingsruimte waarin het vraagstuk van richtinggeving (het

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO willen/moeten) wordt geconfronteerd met het realisatievermogen waar de organisatie over beschikt (het kunnen). In beide dimensies kan zowel zekerheid als onzekerheid bestaan. Deze manier van beschouwen leidt tot vier kwadranten waarbinnen de dynamiek van de organisatie wordt geschetst. De verschillende kwadranten zijn evenwicht (equilibrium), crisis, nieuwe combinaties (new combinations/new developments) en ondernemen (entrepreneurial/entrepreneurship). Deze dynamiek vertoont een karakteristiek verloop. Van een evenwicht (links) naar een crisis (rechts) en de fasen die nodig zijn om een nieuw evenwicht mogelijk te maken (die uiteindelijk weer zal resulteren in een nieuwe crisis). Volgens dit model komt een organisatie periodiek een crisis tegen (rechts), waarbij het van groot belang is om zo snel mogelijk weer in nieuw evenwicht te komen (links) Tienvlaksmodel: inzicht in informatiemanagement en de rol/competenties van de informatiemanager Uit onderzoek blijkt dat geen van de huidige competentieprofielen toekomstbestendig is, omdat onvoldoende kan worden omgegaan met nieuwe ontwikkelingen. Dit roept de vraag op naar een alternatief competentieprofiel dat de tekortkomingen van huidige competentieprofielen wegneemt. Hierin voorziet het Amsterdams InformatieManager Model (AI2M) of Tienvlaksmodel. Dit competentieprofiel, gebaseerd op het negenvlak, geeft de minimale competenties weer waaraan een informatiemanager moet voldoen om zijn taken en rollen succesvol uit te voeren, nu en in de toekomst. Het tiende vlak, dat aan het negenvlak is toegevoegd, richt zich op competenties: wetenschappelijke kennis & kritisch denken, affiniteit met ICT en informatiesystemen, communicatie- en leervaardigheden en managementkwaliteiten en bedrijfskundig inzicht.

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO Appendix B: Coding scheme / system Below the final coding schema / system is shown. The codes are separated within cateogries which are related to interview questions and a sub research question of this study. SQ1: Adaptive Cycle of Resilience / Change (Subject/Topic/Research Question) 1. Experience with ACoR (Category) (Question 1: Do you think your organization experiences the same developments as described in the Adaptive Cycle?) A1: Recognition ACoR (Code) B1: (Possible) Nature of cycle C1: Dealing with crisis D1: Speed of cycle/change

1.1. ACoR on IM level (Question 1.1: Are the developments in the Adaptive Cycle also identifiably on the level of Information Management/IT/BITA?) A1.1: Recognition ACoR on IM level B1.1: Position IM in ACoR in relation to organization

1A. Easier recognition of equilibrium and crisis (Proposition 1A: Equilibrium and crisis can be recognized easier (for organizations/within an organization) than new combinations and entrepreneurship.) A1A: Equilibrium & Crisis easiest recognized phase(s)

SQ2: Information Management / AIM 6.1. Aspects/subjects of IM outside AIM (Question 6.1: Are there other aspects of Information Management, outside the AIM, that are important (in the different phases)?) A6.1: AIM captures essence B6.1: Other relevant aspects

6.3. Movements/flows in AIM (Question 6.3: Do you recognize a cycle within the movements of the AIM/of Information Management?) A6.3: Recognition cyclical movement AIM

6B. Importance IM and IS (Proposition 6B: Good information management and Information Systems are vital for the operations/performance of organizations in the different phases.) A6B: Vital nature IM and IS

8A. Required attention (Proposition 8A: Information Management is not always receiving the serious and/or proper attention it should get (within the different phases)) A8A: IM getting required attention

SQ3: Information Manager / CIO 4.2. Roles outside of AIM (Question 4.2: Are there other roles outside of the AIM that are relevant and could be connected to the different phases?) A4.2: Other roles

4A. Revolt, remember and the CIO (Proposition 4A: To be successful, an organization needs ‘revolt’ (innovation) and ‘remember’ (proud of its past). An information Manager plays an important role in monitoring/guarding the balance.) A4A: Balance needed revolt/remember B4A: Role CIO as 'guardian of balance'

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

8. Conflicting views/vision (Question 8: Are there differences in your personal view/vision and the view/vision of the organization on the role/focus of Information Management (in the different phases of the cycle)?) A8: Recognition conflicting views/vision B8: Conflicting views/vision in Equilibrium C8: Conflicting views/vision in Crisis

SQ3: Competencies / Amsterdam Information Manager Model 2. Researching/exploring the AI2M (Question 2: In the AI2M a tenth square is added to the AIM/9-square model. Do you recognize/agree with the competency profile for the Information Manager as described in the AI2M?) A2: Recognition/Agreement AI2M B2: Scientific knowledge and Critical thinking skills C2: Affinity with IT and Information Systems D2: Communication and Learning skills E2: Managerial skills and Business knowledge

5.1. Competencies of the CIO (Question 5.1: Are there other competencies (or areas) that currently do not (clearly) appear within the profile (but are vital within the different phases)?) A5.1: Redefinition of AI2M competencies B5.1: Missing competencies C5.1: Most important competency

5B. Future proof-ness AI2M (Proposition 5B: An information Manager that has these competencies (as described in the AI2M), can perform his/her task currently and in the future in a successful manner.) A5B: AI2M is future-proof

SQ4: Relation Information Management / AIM to ACoR 6. Focus on IM/AIM in ACoR (Question 6: Do you think that there is a different focus/emphasis on Information Management in the AIM in the different phases of the adaptive cycle?) A6: Focus IM/AIM in Equilibrium B6: Focus IM/AIM in Crisis C6: Focus IM/AIM in New combinations D6: Focus IM/AIM in Entrepreneurship

6.2. Connecting AIM to ACoR (Question 6.2: Are changes needed in the AIM to better link/connect it to the Adaptive Cycle?) A6.2: Needed changes

6A. Influence of ACoR on IM (Proposition 6A: Information Management is influenced by the developments as described in the Adaptive Cycle) A6A: ACoR influences IM

7. Influence ACoR on (IT) systems (Question 7: Does the adaptive cycle influence the current or future-used IT/(Information) Systems?) A7: Influence current systems B7: Influence future systems/providers/suppliers C7: Influence on the view on technology

7A. ACoR and IS/IT requirements (Proposition 7A: There are different requirements for IT/(Information) Systems in the different phases of the adaptive cycle) A7A: IS/IT Different requirements needed in all phases

SQ5: Relation Information Manager / CIO to ACoR

Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/changing nature of IM/the CIO

4. Focus on Information Manager roles in ACoR (Question 4: Do you think that there is a different focus/emphasis on the CIO/Information Manager roles in the AIM in the different phases of the adaptive cycle?) A4: Focus CIO role in Equilibrium B4: Focus CIO role in Crisis C4: Focus CIO role in New combinations D4: Focus CIO role in Entrepreneurship

4.1. Exploring/Exploiting and the CIO (Question 4.1: Does the information manager/CIO has a different role/competencies, left (exploiting) and right (exploring) in the Adaptive Cycle?) A4.1: Different role exploiting/exploring B4.1: Different competencies exploiting/exploring

4B. View/understanding of the CIO on ACoR phases (Proposition 4B: The Information Manager/CIO must have an understanding of the (current) phase of the organization to make the correct decisions (surrounding Information Management)) A4B: Understanding ACoR phase important

SQ5: Relation Competencies / Amsterdam Information Manager Model to ACoR 3. Influence ACoR on competencies (Question 3: What does the adaptive cycle mean for competencies (of the Information Manager/CIO) in general?) A3: Changing view on competencies B3: Different competencies needed

3A. Future proof competencies and the ACoR (Proposition 3A: Because of the developments shown by the Adaptive Cycle, it is impossible to work with long competency lists if the competencies need to be future-proof (need to be able to deal with the adaptive cycle)) A3A: Future proof-ness long competency lists

5. Focus on competencies in ACoR (Question 5: Which competencies (of combination of competencies) as described in the AI2M, do you think are most important within the different phases of the adaptive cycle?) A5: Focus competencies in Equilibrium B5: Focus competencies in Crisis C5: Focus competencies in New combinations D5: Focus competencies in Entrepreneurship

5A. Changing CIO competencies ACoR (Proposition 5A: The competencies of the Information Manager remain the same/unchanged in the different phases of the adaptive cycle, but the focus/emphasis is different.)

A5A: Same competencies, different emphasis (in ACoR)

SQ6: New perspective SQ6.1. New perspective on information management ASQ6.1: Core of IM/Most important aspects BSQ6.1: IM Shifts/Changes/Trends

SQ6.2. New perspective on CIO/information manager ASQ6.2: Core of CIO role BSQ6.2: CIO Shifts/Changes/Trends

Appendix C: Coding table / analyzed data Below the different coding tables with the analyzed data is shown. Because of the size of the tables most of them have been seperated into different parts of the same table. This is clearly shown where applicable. In accordance with the coding system, the codes and data have been seperated into and therefore assigned to categories.

Table 1: SQ1: Adaptive Cycle of Resilience / Change

Table 1: SQ1: Adaptive Cycle 1. Experience with ACoR Category of Resilience / Change Question 1: Do you think your organization experiences the same Question developments as described in the Adaptive Cycle? Codes A1: Recognition ACoR B1: (Possible) Nature of cycle C1: Dealing with crisis D1: Speed of cycle/change Interviewee I1 Yes: "We are in the middle of such a Inverted (possibility): "If Information Anticipating change "The way the Increasing "If you ask me what I process. In a broad sense I do recognize it." Management would anticipate, you society works more and more nowadays, think, the focus should be on how do I could turn around the way of thinking: together with the developments that are continuously adjust what I have to be what are new possibilities and what taking place will cause a crisis if you do able to go through the cycle would that mean for my new not anticipate. To anticipate I think that faster/quicker. Our surroundings will combinations?" you should shift more towards knowing also ask that we go through the cycle what the developments are and faster/quicker." responding to them. " I2 Yes "My experience is with quite large Standard "I think the order of the cycle Continious change (even in companies […] In those I think you can see as it is named here makes sense" equilibrium) "I think that if you do not all the phases returning" move, you decline. Especially in the Western Society we live in, but I think this occurs everywhere, that stagnation means that you decline. Therefore you need to innovate and change." I3 Yes "Yes that is a movement that is very One change phase (possibility) "What Increasing "What a big change is for recognizable. Someone gets a crisis, the I find hard to decide is if the cycle me, that this whole cycle a couple of other gets a ‘burning platform’, which precisely moves from new years ago could last for ten years; requires a change subsequently. That also combinations to entrepreneurship or maybe even longer (That are big happens a lot with change, searching for that it might be one entire phase or changes that organizations nowadays new things or just a big change process." maybe first entrepreneurship and then need to deal with). Nowadays the searching for new combinations. But in cycle can be passed through in half a the end you are trying to search for a year." new equilibrium."

I4 Yes "I am convinced that all organizations Standard Focus on change in equilbrium : "At the Increasing "Increasingly go through cycles like this one" moment you as an organization are in quicker/faster. The organizations that equilibrium, you have the space, finances are able to do that, that can perform and time to learn something new. That innovation, that focus on innovation makes you able to deal with a next crisis" are the ones that survive. Information plays a very important role."

I5 Yes, although dependable on the Standard organization

I6 Yes "Yes. But I do think that the impact Standard, but organizations can forget Should increase "This is our biggest and depth of the different phases is very certain phases: "What I do think is the challenge, because we will always go different. Government organization will case is that not everyone will properly through the cycle. The shorter we can not get into a crisis that fast because they follow the lines. There are obviously make the cycle, the less impact the have certain legal duties that they need to organizations that notice they are in a change will have that we need to go perform. But even there, there will crisis and want to directly return into an for; the easier organizations can make obviously be changes going on. So I equilibrium. Meanwhile they forget to it for themselves. " believe in the theoretical model of the do good research regarding the adaptive cycle; that you go through it as an possibilities. " organization. Every organization will go through the cycle in highs and lows or more moderate. " I7 Yes "The stages are recognizable but I am working at a non-profit organization. Obviously there you also have things like entrepreneurship and crisis, but in general the organization is stable. I can think of moments like mergers or collaborations that cause highs and lows in the phases […] Commercial companies will more often, because of for example declining demand, deal with a crisis. And to get out of the crisis you need entrepreneurship, new products to survive. So the crisis is primarily caused by economic conditions for a commercial company."

I8 Yes "Yes I recognize it in two ways. One Standard of the crises we have had, four/five years ago, is that we noticed that the way we had arranged our applications (environment), did not fit anymore with the organizational processes that were being performed. […] At the moment one says we are going to deal with this issue, you start searching for solutions. Within these solutions you make all kinds of new combinations. […] When you find the combinations and you want to implement them, you are in an entrepreneurship phase. […] Now I am starting to get into an equilibrium. […] Interestingly enough, at the moment we are confronted with a merger. That means that three organizations will be merged into one and from an Information Management perspective we already see that we are in a new crisis." I9 Yes "Yes, an organization is something Standard, but Continious change (even in Proactive "Because the phase of new organic; a form of life. And every form of equilbrium/entrepreneurship closer equilibrium) "I get that you can see new combinations is so important and life goes through changes. If you model together than crisis/new combinations combinations in relation to crisis, but my because it is getting increasingly these changes by using the adaptive cycle, "I think that the distinction between view is that new combinations and having important that the time to market gets a maturity or learning curve, for me it is all entrepreneurship and equilibrium is continuous focus (also in equilibrium) on shorter, you cannot start as a reaction; a representation of how someone develops. closer together than the crisis and new new combinations, can limit crises. I am you need to be proactive." You also have product or application life combinations phases and the horizontal not sure it prevents a crisis but it can cycles which you can use to mark your axis. I think that the difference between decrease the nature of crises." position within the curve. The adaptive entrepreneurship and equilibrium is cycle obviously has more dimensions smaller than the other phases. That also opposite to a life cycle with only an X-axis translate to the competencies, for me and Y-axis, so there is a difference. But I entrepreneurship is some sort of phase am also experiencing stages of life within prior to equilibrium." organizations that one can identify." I10 Yes "Basically I do recognize this. We are Standard, but more half cycles in actually continuously changing. But you crisis/new combinations (possibility): have an equilibrium, as quickly as possible. "What I notice, this flow seems very Crisis means here that you get the nice and ideally you go through it like assignment to change. Then you search for this. But sometimes you are in a crisis, new combinations and after a while you for example when it is a crisis where return to equilibrium. Only at the moment everything needs to be transferred an equilibrium is rather short." quickly, one can imagine that in exploration you have more cycles (half

cycles) before you go to the next phase."

I11 Yes "You see these developments within organizations, but I often do not witness organizations for a long period of time. What I do notice is that when I join an organization, I recognize parts that are mentioned within the cycle. That an organization is in a crisis phase for example. So I do recognize certain aspects form within the cycle. But I have never witnessed them from a longer period of time." I12 Yes "Yes absolutely. You can compare it Standard "Yes it is a cycle like that, Forced change "You have to change. to life; the things happening every day. The although it is quite hard to make a There are enough change theories that cycle appears there all the time. " picture of it because it is a type of show that you always need to look for continuous cycle. The arrows are in the other combinations. When you look at the model for a reason; it is often the case dynamics of organizations, you see that that part of your work is in equilibrium people who are always looking for a new while another part is in a crisis. You way of working in equilibrium, have cannot take a picture of it." adaptive skills. The higher the adaptive skills, the more chance there is of a crisis, but a crisis does not have to be negative. To stay in equilibrium you need to get in and go through a crisis, which does not always have to be a bad thing." I13 Yes "Let me see. I came here when it was crisis, then new combinations took place in the shape of a reorganization. And currently I am in entrepreneurship, I have not yet reached an equilibrium. I am indeed in a new constructive phase."

I14 Yes "I think that this is a very good Different speed "This cycle can representation, how one gets from an happen in a day, but it can also take 2 equilibrium, into a phase of crisis and how years or 15 years because the crisis people nowadays deal with it, I’m not we are currently in is taking a while. saying this is forever, but at the moment We are also in new combinations, but this is the way we respond to a crisis to get we are also still a bit in a crisis." back into a new equilibrium. I think it is a good visualization of those movements."

I15 Yes I think every organization goes Standard: "No, what I am saying. I through this cycle. It is a nice but think it is an excellent description. Just reasonably high/abstract description of like the AIM, which is an excellent changes within organization. We are conceptual / thinking model. To around here (at the start of new understand the way the organizations combinations), I think. work and what kind of developments you have. So that is described in a good manner." I16 Yes "Yes. I think that it is hard to say. In Standard, but different cycles within essence it is something that I do recognize organizations "But whether it is always " this ‘flat’, whether it always goes like this, and that you need to have a crisis to get to new combinations; that that is the only route, that is something I am wondering. The other thing is that I can imagine that a crisis may sometimes be apparent in one part of the organization, but not in the other. I mean the IT services can be in a crisis, but that does not mean that entire organization is in a crisis. So I can imagine that if you use this model, you can have different cycles active at the same time. " I17 Yes "Yes I think that it is true on a global Standard "When you add the margin level. The proportions, balance and speed for interpretation then I can confirm that of which the changes move can be really this is the cycle." different. But in the end I do think that you can put an organization in one of the phases of the cycle. That is my experience. […] Within certain degrees I do think you can speak about this flow. "

Number of Yes: 17 Standard: 11 answers (only at Total answers: 17 Inverted : 1 codes where One change cycle : 1 amount can be Total answers: 13 relevant)

Table 1 (continued): SQ1: Adaptive Cycle of Resilience / Change

Table 1 (cont): SQ1: 1A. Easier recognition of equilibrium and Adaptive Cycle of 1.1. ACoR on IM level crisis Resilience / Change

Proposition 1A: Equilibrium and crisis can be Question 1.1: Are the developments in the Adaptive recognized easier (for organizations/within an Cycle also identifiably on the level of Information organization) than new combinations and Management/IT/BITA? entrepreneurship.

B1.1: Position IM in ACoR in relation to A1A: Equilibrium & Crisis easiest recognized Codes A1.1: Recognition ACoR on IM level organization phase(s) Interviewee I1 Yes: "If you ask for my opinion on how information Anticipate: "One could argue, looking at the Yes "Yes and it also depends from which side you management should position itself then it is correct, impact of information and technology on what you look. If you come out of a crisis and you need look at because then you move along with the cycle." do nowadays as an organization and how quickly new combinations and you do that from where you you need to move/act, if information management are coming from, then you need to reason from what as a discipline should move slightly ahead of the you know." organization, should anticipate on the cycle."

I2 Yes: "Information planning makes sure that one Synced: "I think that the information planning Undefined; depending on the organization "That collects enough information so that the core business of moves along with the core business of the depends on the organization I think " the organization can perform their tasks. That means company. You do not think: let me work on the that when you get into a crisis phase or into a new information planning. No the core business of the combinations phase, that the planning needs to be organization has a certain need which requires tuned/matched to what is necessary for the company in information that might need a new system being that phase. So indeed that also has a cycle." build. You move along with those needs of the organization."

I3 Yes "Yes it also applies to business IT alignment. I Yes "Absolutely. Every organization has its own way have experienced that myself, where at a certain to get out of a crisis. I believe that there is not one moment the relationship between business and IT was way/approach or one theory on how to go trough the disturbed in such a way you could really talk about a cycle. Even in the process of change you can change crisis. One incident is enough to ruin/disrupt the whole your approach, so you need to experiment a lot. So IT department. Then you are really in a crisis; so that is whether you are focusing more on the very recognizable. What we did was start a big change entrepreneurship side or ore on the search for new process which lasted two years in which you are really combinations. " busy with new combinations and entrepreneurship. "

I4 No "I think that an organization goes through a crisis, Synced (tradtional BITA CIO), anticipate (with Yes not information management within an organization. I chief innovation officer, business IT fusion) "For can however imagine that you can use information me it is synchronized. It depends how you look at management to get out of the crisis, but the it. In a great theory by Peter Hinssen the author organization is the one going trough it." talks about Business IT fusion; which is one step further than business IT alignment. There the CIO, chief information officer, becomes a chief innovation officer. If you take on that role then you would anticipate because you are thinking more about the future, have a vision regarding the future, thinking about what one could do."

I5 Yes Anticipate: "If you assume that there is a cycle, it Yes "I think it is indeed like that. Therefore you need is essential that an information manager grabs the someone on management/board level that feels appropriate role and slightly moves in the opposite responsible; and sees it as a strategic component of direction of the cycle. " an organization; that you encourage innovation. "

I6 Yes "Yes Business IT alignment goes through the cycle Anticipate "I think that information management No, not recognized easier, but only recognized as a continuously. You are always adjusting/aligning your should go through the cycle, countercyclical. In the phase "I think that equilibrium and crisis are the ones business to your IT " equilibrium phase I already need to start thinking that get recognized as a phase. Too late, because you about the next, you need to be ahead of the crisis. only know that you are in a crisis after you have been In the end the cycle needs to be as small as in one for half a year. I think that for organizations possible because then you will have the least the other two are not seen as phases but as ways to impact and you are working best with business and get out. Because you are in a crisis and therefore you IT alignment. Then you will not arrive in a crisis, need to look at what kind of new combinations you until a black swan appears." need. But then you are still in a crisis. Even when you move to the entrepreneurship phase, you are still in a crisis until you have solved it; then you return to an equilibrium. Seen from the viewpoint of an organization equilibrium and crisis are seen as the two recognizable phases, the other two to switch between the two phases."

I7 Yes "Positioning the adaptive cycle to the role of the Anticipate: "Within the role of information Yes: "Yes I believe so. If there are no external information manager, then yes I do think that the management it is important to have a certain influences or events; which I call an equilibrium, management of an organization looks differently vision. Not only from the goals of the organization then information management and operations are towards information management during difficult times but also how information management can support going well. In a crisis the attention from management of the organization. That also means that the budget these goals. For example: how would one, by using of an organization will be primarily on surviving the available for information management (to perform it in IT or (information) systems reach the crisis; and taking measures to get back into an a professional manner) might change; that is also organizational goals easier and more efficient?" equilibrium. I would personally also recognize dependable on culture." equilibrium and crisis easier than new combinations and entrepreneurship."

I8 Yes Anticipate: "I think that as an information No not recognized easier because of the activitities manager, you need to be very close to the business. of the organization "No, because at the moment you At least in a supporting role but maybe even a have accepted a crisis and you want to go towards a directing role regarding the way an organization new equilibrium, the only way you can do this is by develops, captures and translate the organizational search for new combinations and entrepreneurship. processes into information systems. […] One could My view is that you have programs and projects say that by the time we have developed new plans, within the organization during those phases. That found new combinations and start to go towards means that you can clearly see a program and project entrepreneurship then the organization starts to get phase within the organization. While in a crisis you into a phase of crisis; because then they need to do not have those kind of processes running within act. So in the cycle we as information management the organization. During an equilibrium you also do always move ahead of the core not have those processes because there you are in a business/organizational processes." control phase or strategic exploration phase."

I9 Yes "There are three factors of the ACoR on IM level. Both anticipate and synced "Eventually there is No: " I do not agree. My view is that an organization One: where is the company and what are the interplay/interaction. Primarily we are following recognizes it has been in an equilibrium when a crisis expectations regarding the development of the the strategy of the business. But the strategy of the appears. So when you get into a crisis phase you information systems and what is the role of the business is partly decided because of the realize you have been in an equilibrium or in a information manager within that process? Two: I have technological possibilities that are apparent or will particular form of equilibrium. So therefore I will not to deal with developments in the market, it is expected play a role in the future. So therefore there is look into the comparison with the other diagonal." of me that I look ahead and try to anticipate on interaction between the two. I think that primary developments and look for interconnections that might we are following the business. However you add value for the company. Third: You have the should not forget the input of information systems developments of the field of information management in the business strategy." and the role of the information manager with a company. Stagnation means a decline so therefore I need to develop myself as an Information Manager. "

I10 Yes, "Yes you are continuously in a change process, Yes "Yes I think that when you show this cycle, that but it is not a quick process. When you look at most people quickly can tell if they are in an organizational change, you see it goes really fast. equilibrium or crisis. Searching for new When you are talking about changes regarding your combinations might also be possible, because in a applications, something that contributes to the crisis you're thinking about solutions. But I think that information systems; answering the requirements from the phase of entrepreneurship will not be recognized the business it goes much slower. It is the case that the immediately." business arrives with information needs and changing questions. But once you have a SAP-environment, you are not changing to Oracle the next day."

I11 Yes "Yes that is right. […] Information merges the No "I think that recognized is not the correct word. business and IT; that is what it’s about. Without Because I feel that even when you are in an information you cannot make decisions and therefore it entrepreneurship phase you also recognize it. That is important to know how to deal with information, you are developing yourself and creating new what you need it for, who your stakeholders are and services. It might have a different impact or what kind of information they need." dynamics. But you recognize it the same. For the level of recognition the phase you are in does not matter. But you do notice other factors playing a role in relation to the phase you are in. But if you are talking about purely recognition; I would say no."

I12 Yes "Yes, at the moment, often because of a crisis, you Yes "Yes to the extent that equilibrium and crisis are need to look for solutions. Then you have to look at the statuses, while new combinations and solutions from a business perspective, but you need to entrepreneurship are inferences from those phases. keep in mind what kind of technological possibilities You can see equilibrium as a reached goal, crisis you there are, because otherwise a crisis gets longer and can see as an event that is happening. But new will cost more. You don’t have to develop something combinations and entrepreneurship is actually a new every time, you can also use the same tools in a continuous cycle. Therefore I cannot say if I agree or different way to also reach your goal." disagree with you because it is a related to different factors. It is the case that you can recognize an equilibrium, which is calmness. You can also recognize crisis, there everybody is being annoying. New combinations and entrepreneurship are harder to recognize. They are not events that often happen in processes."

I13 Yes "When I look at information management itself, which I see as making a translation from business to IT, then I see a fairly immature part of the business. If it is a crisis, I don’t know. It is more of a low level of equilibrium."

I14 Yes "Yes I see that absolutely. Information Synced "It depends on the fact if an organization Yes Yes I agree regarding the recognizability. […] Management is for me not much else than managing knows that they are working according to Unknowingly I think it always happens but that it is the information needs/information systems that are processes and that this results in an information not seen when it happens. associated with a process. Because you move from an need. What you often see is that an organization equilibrium into a crisis and because from there you does not realize that to get out of a crisis and to start to search for a new equilibrium, adjusting the manage it, you need information management. processes, it results that you also research your Although that is what is happening here. […] It information needs to see if they still match the should be synced, the reason that this often does situation. Big chance is that the match is not there not happen is because people are in a field of work because a new combination also means a new process where they often need to anticipate. They know so that means that you also need to adjust your they need time to get things done and implement information needs. All of that is facilitated within things. So they are inclined to thinking 1 to 3 years information management." ahead on a strategic level. That should not be the case though, it should be declared by the organization. "

I15 No "I think that is a bit more difficult. Because my Synced "You can try to be leading, but if No "This is a conceptual model / thinking model, a experience is that in the last three years information everybody is satisfied with themselves you can say manager does not think. In retrospect you can get this management, in general the whole of the IT, has been whatever you want. […] Information Management back and see that things happened matching the reasonable synced with the developments of the is getting influenced by the phase of the model. But a manager just responds to the situation, organization. So you could say that information organization. I have not had a crisis in the past he/she might create a crisis to change things around. management gets into a crisis, but I do not think that three years, the organization has though. But it So is it recognized easier? I think that is difficult, I do the organization then goes under." does offer me new chances because of a crisis not believe it is." because you can reposition. You can see what your position is and what you can contribute. "

I16 Yes "Yes, I think that when you look at arranging Anticipate "Well I think that is a nice subject, Yes "Yes I think that especially a crisis is recognized information management for example, then I don’t because you obviously hope that information easier. In negative sense I agree with you. When think the organization is in a crisis; that is not the management looks beyond what is known, and there is something going on, or not working, or origin. But we are now currently working on arranging looks further than most people (in the area of something going completely wrong then it is clear information management, we are currently in IT/information systems). So one could argue that what the issue is. I would therefore like to specify; entrepreneurship." you can suppose that a role of an information the symptoms of a crisis are very recognizable. So manager would be to create a feeling of crisis but therefore I think a crisis is clear. I don’t think I agree in a positive manner. To identify that we are with you on the level of recognizability of an currently working in a certain manner, well that is equilibrium phase. I think that you only realize you not future-proof, if we continue to work like this.. have been in a phase of equilibrium when you get out and so on. " of it. I don’t think that you realize you are in a phase of equilibrium when you are in it, but you recognize it more or less in hindsight. […] But with that comment made I do agree with your proposition."

I17 Ye s "Yes, only my experience is that it is not always Anticipate: "Absolutely. You see that a lot. But Yes "Crisis absolutely. Equilibriums. Yes. I can synchronous with the rest of the organization. It can then the organization is not sufficiently able to do agree with this proposition. I think it is certainly the often have a cause/effect relationship, but sometimes it something with it. It is already there, but the case. New combinations start from somewhere, that can also be that the information side is in a crisis, but organization does not think it is good enough. Or is often not the entire organization and is not the organization knows how to deal with it. There is how they need to use it to improve their activities. recognized and seen everywhere. Entrepreneurship is not necessarily a synchronous cycle." You also see it the other way around, that the more a mindset then visible behavior. I can organization is able to move forward and go absolutely agree with this proposition." through developments while information management is not ready yet. […] So information management either anticipates, but people do not yet know how to use it, or information management is still in an equilibrium or crisis phase and the organization looks for other solutions/new combinations."

Number of answers Yes: 15 Synced: 7 Yes: 10 (only at codes where No: 2 Anticipate : 3 No: 5 amount can be Total answers: 17 Both : 2 Undefined: 1 relevant) Total answers: 12 Total answers: 16

Table 2: SQ2: Information Management / Amsterdam Information Management

Table 2: SQ2: 6.1. Aspects/subjects of IM outside Information Category 6.3. Movements/flows in AIM AIM Management / AIM

Question 6.1: Are there other aspects of Question 6.3: Do you recognize a cycle Information Management, outside the AIM, Question within the movements of the AIM/of that are important (in the different phases)? Information Management?

A6.3: Recognition cyclical movement Codes A6.1: AIM captures essence B6.1: Other relevant aspects AIM Interviewee I1 Yes (of the ideal situation) "The model Experiment with possibilities / Connecting trendwatcher to No, there should be: from executing, to places information management as business "The question is also, depending on the size of something, if organization, back to executing via transition/translation in all directions. In that you should not experiment more with what the possibilities are. To see targeting "I don’t think that the whole way I think the model matches a situation how you could apply it and then why and how. " think-loop is there. It is also a bit like this we need to reach, because at the moment it loop from operations to targeting, followed is not like that." by going through the cycle again."

I2 Coordination role more important "You can outsource operations Yes via directors role, "I think that there is and technology. So for me information management deals with these also some sort of cycle there. If this is the four squares (top left). There you need affinity and you can have the directors role in the center, I see it as chain directors role, because you have outsourced you need a good directors management. And it does not matter if role/managing role." operations/technology are internal or external, you always need to perform chain management. So I think that the adaptive cycle passes through it."

I3 Yes as "think model" If you use the AIM No other relevant aspects No "The moment you get into a crisis, you as a conceptual / think model then it is fine, see much more focus/emphasis on strategy excellent. But often organizations set and in equilibrium much more emphasis on up/divide their organization according to the operations. So you do see shifts in model and then things go wrong." emphasis within the AIM. But I do not recognize the AIM itself as an adaptive model. I see the AIM as a static model; this is how you need to think when you are talking about information management."

I4 Yes, should be used as explaination tool: No other relevant aspects No, possibly on cio role level: "The cyclical "The AIM model you should use to explain movement fits more with the roles. Because things, make them clear. So at the moment a crisis does not necessarily need to be you place the technology externally it fixed within technology. " changes things within the center column. The model itself does not change, but the role the middle column plays does change "

I5 No other relevant aspects "When a business merges with another No business, because of a strategic partnership for example. Then you get (need) to deal with it as an information manager. Then the roles of the business and alignment partner become more important. For me it changes nothing about the model, it is more about the positioning within the model."

I6 Yes : "Yes I am an AIM supporter, so I see No other relevant aspects Yes within 5 key areas: strategy, alignment, my work as organizing the alignment within businesspartner, trendwatcher, policy: "I the model. I already have enough trouble think that you are always working with staying with this framework, let alone that I these five key areas. It might move am able to thinking about what should counterclockwise. Because the translation happen on the borders. " of your strategy, becomes the way you organize your business. Which at a certain moment shows your operation (business partner). Which will affect the technology and changes within technology. So yes it is a cycle, you could turn the square in the different phases."

I7 Yes: "Every model is obviously true. But I Dataquality, data ownership: "We are currently focusing, as a result Yes: "Yes. I do, we just talked about it. I do have to say that this model can often help to of the further digitalization of processes, on getting the data quality not think that certain roles disappear within convince others, to get/bring people along. correct. Because what we are missing within our organization, we have the phases of the cycle, but that you have " process owners, we have information systems supporting these more emphases on certain roles. For me it processes, but we have not yet said anything about the data layer stays within the cross from the top to below. […] In the end you also have very important conditions to bottom and horizontally and vertically. digitalize processes in a correct manner. " That is for me the information manager cross. For me that is what the information manager deals with the most."

I8 Yes "The AIM shows what is going on, but No. Depends on definition of crisis: "Well I do think that the field of information one could argue that the big cycles are management is moving in the AIM from within the adaptive cycle and smaller right to left and from bottom to top. And cycles are within the AIM. But that that is also a good thing, we will never just depends what you see as a crisis. You could get into the top left square, because then we see anything as a crisis. For example when lose the link with the information and you are saying that we are working with a communication side; that may never certain organizational process, but it can be happen." more efficient, which means a change within the process. That also means a change within the IT so there you also need to perform changes which means you are doing a small project. One could argue that the fact you are observing that is also some sort of crisis."

I9 Yes "I see the AIM model as a tool that I use as a representative of the organization. In the left column is what I call “the business” represented. My starting point is the goals of the business. The business is also represented on the right side but then more focused on the developments of technological changes that get translated into opportunities."

I10

I11 Yes "I think it is quite complete." Yes "It is also dependent on the phase of the adaptive cycle. Information Management moves along with the different phases the organization is at. It has similarities with each other, so you can see that it moves and also takes on a cyclical shape."

I12 No "The problem with the AIM is that it is institutionalized. We have stuck people within the AIM and that is where it goes wrong. Because it is a thinking / conceptual model which you can use to look at the whole organization, how have I arranged the different processes within the organization for example. "

I13 No "The AIM is really a thinking / conceptual model that you should not try to embed within an organization in my opinion. If these are the tasks, it is not saying that you indeed need to arrange it in that way. The tasks may be there within the organization, but that does not mean they need to be organized in such a way"

I14 Yes "For me the AIM is quite complete, I Yes "Yes I had the same feeling when I can place everything within that model. I was telling you that, you go from strategy, was thinking about risk management, which you translate to operations, then you security but we have caught that within a move along to business and technology to possible expansion of the information policy go back to the middle column in maker role." equilibrium which gives an input for a new strategy."

I15 Yes "The strength of the AIM is that it has Behavior "I do not think within the AIM model, but what I am No "You know. That is the danger with shown/learned us to split it like this working on for example is behavior. If you want to use information in a models. In models you see all kinds of (business, information, technology). But it correct manner, you want it to change the core process or the behavior relation that you try to translate to reality. stays a thinking/conceptual model. So this of people in the business side. That they work with information in a While a model needs to be a description of model was true 10 years ago, and it will still different way. So in my role as information manager I need to try and reality. So from different corners you be true 10 years into the future." influence that." change things within the AIM, that is not necessarily some kind of cycle. "

I16 Yes "I find that a tough question that I Change management "But the change management side, where I cannot answer right away. What I notice is think it is often about learning and how to progress through, how to that this is a model that I understand, that is solve complex issues, understanding how that works, and play a role correct and makes sense." there from within the different perspectives, that is the role of the information manager"

I17 No " I cannot think of anything we have not Financial aspect "There is one very important motive at 9 out of 10 Yes "When you say it like that, I do yet mentioned (which was the focus on the organization which is the financial side. What I notice, I do not have recognize it. I had not yet really been aware expansion of the innovation role and the answer though, but that is in a certain model it often does not have of it earlier, but yes there is some sort of financial aspect) […] The move towards the a clear driving spot or anything. It would be good if there would be cycle in there. " top left in the AIM could be made clearer more explicit room for the financial or business case aspects, especially see also code ASQ6.1" in the top part (strategy) of the AIM. Often in models it is not featured prominently."

Number of answers Yes: 11 Yes: 6 (only at codes where No: 3 No: 6 amount can be Total answers: 14 Total answers: 12 relevant)

Table 2 (continued): SQ2: Information Management / Amsterdam Information Management

Table 2 (cont) SQ2: Information Management / 6B. Importance IM and IS 8A. Required attention Amsterdam Information Management

Proposition 6B: Good information management and Information Systems are vital for the Proposition 8A: Information Management is not always receiving the serious and/or proper operations/performance of organizations in the different attention it should get (within the different phases) phases.

Codes A6B: Vital nature IM and IS A8A: IM getting required attention

Interviewee I1 Yes "Yes I think that information, data and technology are No "I think that information management is still positioned in the technology side of the AIM, vital to an organization. Information management is also and also seen by the organization in that way. You should therefore demand the required still vital at the moment, but when you go through this attention and your competencies should contribute to that fact." cycle increasingly faster than that should move towards the business."

I2 Yes "Nowadays (IT/Information) systems are vital. It is no Yes "I do not agree with you. But that depends the way information management matches coincidence that big data is on the rise. Because you can your business. If you have an insufficient connection with your business, then you obviously get a lot of added value from it. The tools and technology will not be taken seriously. When you are closely related to the business, you know what the are improving, and are becoming better at looking at a lot problems are and you play an active role in trying to fix these problems then there is no of data and seeing what they can derive from it. " problem. So it depends on the information manager that you are and if you are focused on the technology or the business. If you are aimed at the technology they do not take you seriously, but they do if you are focused at their business. It all depends on what kind of information manager you are."

I3 Yes No "But for me that is independent of the phase of the organization. It occasionally is not getting enough attention/focus"

I4 Yes No: "In general I think Information Management is not getting the attention it deserves within organizations. I think that it has started getting attention in the last three-four years. It was not taken seriously anywhere before that, but now it is starting to. "

I5 Yes: "If you assume that there is a cycle, it is essential that No: "I agree completely. It is also dependent on the position within the organization. When an information manager grabs the appropriate role and you are a CIO, part of the board, at the management level of information management, then slightly moves in the opposite direction of the cycle. " you can influence / impact the organization. Telling that we need to move in the opposite direction of the cycle for example and innovate. But more information managers are at the middle management level and need to deal with the hits they are often victims of."

I6 Yes: "Yes when you need to innovate a lot, and you don’t No: "Precisely. I think that, independent of the different phases, it has more to do with the have a way to let all the ideas come forward within the stability of information management within organizations. That is not strange because it is a organization, to facilitate it, to make decisions, then you process of growth. […] So information management has not yet reached the board room, there miss something yes. […] Of course you need good is often not a CIO. Because we might focus too much on making information systems cheaper information systems, in fact I think that good information instead of getting more value out of your information systems." systems will give more and more of a competitive advantage. Because their time to market is faster because they have good function information systems. "

I7 Yes : "My opinion is that we cannot live without Undefined: "I would not propose it like that. […] depending on the situation you are in, in information technology, especially on the aspect of what kind of crisis you are in, the management/board will place emphases. And IT, the organizations. Without IT you do not have a company. It information manager, can have a guiding role. But it is important depending on the view of does not matter what you do, but you cannot get what you the management and what kind of crisis you have. " need without information systems. "

I8 "Yes we can never go without, we could never go without, Yes "I would argue that not every information manager has the right competencies to make but we also cannot go without it in the future. " sure that is the case. So it is not the fault of the subject or the field of information management, it has to do with the competencies of the information manager. Not every information manager has the competencies so that the field gets the right attention it should get in the different phases. […] It is not like a field does not get attention within an organization, it is the people that perform a certain field that get attention."

I9 Yes Yes. Not about attention, but showing added value: "It is not about getting attention, but showing or delivering the added value within all phases of the adaptive cycle, preferably anticipating. You force attention by delivering value."

I10 Yes "I would like to add a word; good functioning No "Yes but it is not dependent on the phases but more with information management (or the information management. Because you are in big trouble if view on IT in broader sense) in general. Organizations have trouble acknowledging the it is not functioning correctly anymore. " position of information management within an organization. That is also visible in the fact to whom the information manager (CIO) is accountable. Is that a CEO, CFO or someone else. When an IT department/or information management department reports to the CFO, in general this means the department is seen as an expense instead of a business enabler."

I11 Yes "I agree, in each type of phase you also need other No "That is also dependent of the phase of the organization in relation to the information competencies and skills or a different manager. There you management policy they will enact. Within mature organization, information management is also have certain soft skills and technological/theoretical added within their strategy and they have a CIO in a board room position that can join the knowledge which can be different in each phase." conversation at that level. When this is not the case, it gets harder for organizations that are not in the mature phase."

I12 Yes "I cannot think of any other company other than a No. But improving: "It is getting increasingly important. That is also a result of information production company or a company dealing with landscape systems themselves becoming more important which means information experts become more maintenance in which information processing, information important; they get taken serious more and more. I am not saying they enact what I am management is not the pertinent factor which keeps the advising, but they do listen. " organization alive."

I13 No "I think that information management is very exaggerated. It is a Dutch invented phenomenon, which, as far as I know, has not gotten the same status abroad. If you look at my organization it is just one of the roles."

I14 Yes, but not very organizatoin "For this organization it is No "I totally agree with you. You can also put the proposition differently you can also say that because it is a knowledge intensive organization. But it is the missing attention for information management causes information management to not add not vital for every organization. […] Information the possible value. The general view is that it has to be done and that IT never succeeds. But Management does not add anything, information that is caused because we are not having conversations with each other, which causes the management manages an information need, but therefore it requirements and wishes to not be clear and therefore you cannot add the extra value." has to be there first. Everything is a process and related to a process is an information need and information management."

I15 Yes "You should never ask an information manager that No "Not taken seriously but also not being able to get your message across. […] Information question, he/she will always say yes." Managers often get connected to a promoted functional manager, who also implements some changes. That is how information management is seen. When I walk around here most people also think that. In the most extreme example I visited a supervisor to get to know each other. At a certain moment she asked but please come sit next to me, and she showed me a computer program. “When I do this and this, that goes wrong. Can you change that?” That is the way information management is viewed and experienced. […] The challenge is how to make information management important enough? "

I16 Yes "Yes in essence I agree with you. I read an article No, partly though"Well for a part maybe. When you have very strong information managers, recently where it was stated that it is better to remove that get appreciated a lot by their surroundings, then there is less confusion about what they information management because they can make the do. If you have weak information managers that are searching themselves what their task is bridge between business and technology themselves. That and what they need to do. Then the question about what their job is will be bigger than if that could be but the role that needs to be fulfilled is still there, would be different. If you can show that you understand it and are also able to communicate it it is just moved to somewhere or someone else." in the sense that people understand your language, people will sooner accept you."

I17 Yes "Absolutely when it is connected to the business and No "I think it is indeed very different for each phase. I think that in the top/upper cycles to the strategy and so on. But it has evidently a very information management relatively gets the least attention and in the parts below more. In important value. " equilibrium in the sense of using it and finding it important, but not focused on change. […] But it is seen as important. In the upper cycles it gets less attention because there is no time to thinking about it; we just need to do it. During the entrepreneurship phase there is often the tendency to take shortcuts. I therefore think that the bottom cycle shave more of an emphasis on information than the top cycles, even though it would be very helpful in the top cycles as well"

Number of answers (only at Yes: 16 Yes: 3 codes where amount can be No: 1 No: 12 relevant) Total answers: 17 Undefined: 1 Total answers: 16

Table 3: SQ3: Information Manager / CIO Table 3: SQ3: 4A. Revolt, remember and the Information 4.2. Roles outside of AIM Category CIO Manager / CIO Proposition 4A: To be successful, an organization needs ‘revolt’ Question 4.2: Are there other roles outside of the AIM (innovation) and ‘remember’ (proud of that are relevant and could be connected to the different Question its past). An information Manager phases? plays an important role in monitoring/guarding the balance. A4A: Balance needed Codes A4.2: Other roles B4A: Role CIO as 'guardian of balance' revolt/remember

Interviewee I1 Incubator-rol: applying trends "At the moment that Yes "Proud of the past definitely, but Yes, As long as the maturity level of the organization technology becomes more of a black box, smaller, easier also being able to let go of the past." is not satisfactory to implement, or to apply, one could argue why would you not try a few things first? Then innovation becomes a kind of incubator role "

I2 "Helicopter view", creative innovative: "For the Yes : " I think that you should Yes: "I think that they should definitely keep people information manager I think it is necessary that he/she absolutely be proud of the from changing too much and too fast." stands above the parties, has a helicopter view, is organization. You also need to be creative/innovative and get things going." proud of your mistakes; you probably learn from your mistakes which improves the organization. So therefore I think that learning organizations and moving organizations are the ones that are healthy. " I3 Change agent "You could add that as a role possible that Yes "I think it is really important that the information manager themselves will be the driver of an organization has an identity of big changes. Other people can also enact this role but it which you need to be proud. If you could be an additional role to that of the information are, you are much more confident manager. " about what is happening in the organization including yourself. "

I4 Merging trendwatcher and information partner in No "Well in that sense you are naturally a controller or strategy "When you are talking about innovation, you entrepreneur. That means that you cannot have the are in the trendwatcher role, combined with the balance within one person between the two. I think information partner in strategy." that if you have one person doing that, it will always lean in favor of his/her own feeling, where the own heart lies."

I5 Network/cooperation information manager (could be No, balance focus should be on extension of business partner): "I think that in the new innovation : "Proud of the past, economy we will work more and more in chains. We are personally, inclines not going to do it alone anymore, you co-operate with caution/conservation. You always other organizations. That means that you need to start need to look ahead as an dealing with other information managers, so you might organization." become a chain information manager. Because someone needs to have initiative and making sure it starts moving and agreements are made. "

I6 Trendspotter view Connection IT and business No "I do not agree because for me innovating, revolt, trends, making things transparent "When looking at the evaluating, is something I am not dealing with; that are AIM, one of the roles is the trendspotter/trendwatcher. It subjects for the business-strategy. There it is decided if goes two ways; IT trends and business trends which need they want or do not want to innovate. I can come up to be matched. When you for example see a trend with things, think along but I am not responsible. For towards bring your own device, it is important to think me it is not a core task of the information manager, but about; can we adjust our business model, can we make the results, the discussion, that is something I act on. I money, can we work smarter and so on. […] Another might need to facilitate the discussion though. " important task, it is part of the AIM, but I would say is someone that makes things transparent, reporting, being accountable. For me it is part of a lot of roles but not named as such. Yes maybe in the directing/coordination role." I7 No other roles: "I do not think there are other roles. I Yes : "It should be a healthy mix, you Yes: "What I mean with innovation, I am not talking know the roles and I am also familiar with the game of obviously need to innovate but you about the management because there are also things roleplaying that is sometimes performed using these should not forget that you have an being invented/decided. We have made an IT- roles. So therefore I am not missing anything. " ongoing business as well. " vision/view model where a number of (top-down) factors influence the way the IT vision looks. One of the factors deals with innovation, trends and IT- developments. You certainly have to take those factors into account, you need to find a healthy mix. "

I8 Change initiator/trendsetter/ Processorganization of Yes "Yes but I would say, you also Yes "The information manager plays an important the business: "I see that as an information manager you need to be able to have the courage to part. Because sometimes you want to move away the are getting more and more opportunities to show yourself let go of the past. Because you need to organization from the past too quickly, where you in the area of the business. Especially when new policy make sure you keep making changes. need to make sure people watch out because otherwise decisions are made regarding suppliers that are also However the continuity of the business the organization will fall. While on the other hand supported for the way you arrange your processes. If you needs to be guaranteed, that’s correct. people sometimes do not want to put the emphasis on can make those combinations, that you can also lay down " innovation and then you need to make sure that people the policies within organizations, you are suddenly also do not stay in the past too long, otherwise the connected to the way processes are arranged." organization will fall. So it is two sided."

I9 Trendwatcher component in information partner in Yes Undefined Information Manager mostly strategy "You have to shape the trends from the market, observational, initiator and facilitating. from the business, from the technology into your information strategy. So including in the information partner in strategy there is a trendwatcher-component if you ask me. […] It is about applied technology and science, and the trendwatcher here implicates that it is technology but not applied technology; that is where the added value for the information manager lies."

I10 Infastructure role "What is being said there: making Yes "When you are only working on Yes "When you look at the CIO, the CIO is important sure there is a stable entity counts for both applications innovations that the business does not in both. Supporting the business, but also making sure and infrastructure. So therefore you need to add need, then what are you actually the own IT organization is working correctly. Also infrastructure because all hardware and software is doing? Adding the fact that at the looking at future innovations, anticipating on those combined in your operational IT organization. And then moment you are innovating, does not innovations, showing the business what is coming you need a manager to make sure it keeps working matter if its applications our next. Because often, to be honest, the business does correctly. I would add that." technology, but you still need the not know what kind of innovative things there are business. So that is right the balance is coming. The information manager/CIO will always important. But I look more from the say that what they have now should work perfectly; perspective that the quality of the that is most important. Secondly they need to look at services at this moment is very the future that you keep supporting the business in the important and how you look towards optimal manner. " your future and innovations; so those two need to be in good balance. " I11 Architecture: "Maybe the architecture role because that Yes "I agree that is a very important switch/link for the is a trend at the moment, you often see that returning but developments in that area. The information manager is there is not a clear definition of what an information always the link between business and IT, who can architect is and what level it is operating on. I think that bring the balance and also a strategic vision which way the architecture role is missing in the model so I would we need to go as an organization and how IT can add add that to it. […] What is also important is a role with value to the business. I do see that returning." more focus on strategy, vision and mission. Maybe that is another role you could add."

I12 Changing / expenasion directing / coordination role Yes Yes "He plays an important role but primarily the role "What it says here regarding the directing/coordination of imagining, visualizing, he explains the success from role you see that moving forward more and more within a the information theories. By using that explanation as lot of organizations. There it is not about these three a starting point. You can search for innovative things squares or the cross, but you could draw all kinds of and apply them. […] Stagnation will cause a decline so interconnections. You could add the crisis model and see therefore it is not so much guarding the balance, but how it influences the AIM and it would primarily be the more regarding explaining the balance from his/her directing/coordination role." specific role as information system guardian."

I13

I14 Expansion policy maker role "What plays an important No "Innovation within this company is role here are the risks, legal matters/regulations and hard for me to see because I do not security but that has everything to do with developments think that we are that innovative. You in the cloud. Suddenly that is very important and that is often see ideas come forward that part of the AIM, because you turn into a service often deal with supporting tasks […] organization. But it is becoming more and more apparent we are a knowledge intensive and more important that you need to deal with security, organization that rather follows than risks and legal matters/regulations " leads innovations and change. "

I15 Role moving closer to people/interaction "The Yes "Yes innovation, because you need to show how interaction between people is changing. People are using you can change work. But the past is not something information, causing new (information) needs, you need you need to deal with as an information manager. You to be able to grow/move along with those changes. So need to keep different voices in balance. Because there you are moving much closer to people, what are they are people that want to change everything, and people working on? That is what you need to understand when that do not want to change anything because it is trying to offer a solution." working. "

I16 Yes "I think that innovation is No "I do not agree with that proposition, that is too important. An organization that is not much credit for the information manager. […] To refer innovating, loses its contact to the to the information manager as the one playing an reality. Because the reality is important role, no I think that that role is more suitable changing. And an organization that is for supervisors on all kinds of different levels." not proud of the past, does not have a starting point to move forward. Because people need to be proud, they need to be happy to go to work, so that is also important."

I17 Missing business aspect in trendwatcher role "Not Yes "Yes I can imagine." Yes "I would not have seen it as a role for the really there are some degrees of things but you can place information manager, not someone playing the role as it within the different roles. […] In the trendwatcher role guardian of balance. But I can imagine the information I do miss the translation to the business and the ability to manager having a role like that so I do not disagree do something with it. […] Where you connect the with your proposition, I just had not yet seen it myself. different aspects. I see that as an important step for I can agree with your proposition." organizations to be successful. The better you can make that connection, the more successful your organization will be in the future; you already see that happening." Number of Yes: 10 Yes: 9 answers (only at No: 2 No: 3 codes where Total answers: 12 Undefined: 1 amount can be Total answers: 13 relevant)

Table 3 (continued): SQ3: Information Manager / CIO Table 3 (cont) SQ3: Information 8. Conflicting views/vision Manager / CIO Question 8: Are there differences in your personal view/vision and the view/vision of the organization on the role/focus of Information Management (in the different phases of the cycle)?

B8: Conflicting views/vision in Codes A8: Recognition conflicting views/vision C8: Conflicting views/vision in Crisis Equilibrium

Interviewee I1 Yes regarding understanding faster speed of cycle, focus on Too much focus on operations/control, no Yes, no room/time/money for innovation innovation, entrepreneurship, incubator instead of loop to rest of AIM "I think that organizations "Yes it is too much about maintaining what control/operations "I personally think that these cycle will get have the tendency to, for example when they we have now and thinking from what you faster. I do not see that realization or awareness. The difference is are in equilibrium, focus yet again on have. " also that the emphasis will go more towards innovation, exploiting the model they have" entrepreneurship and trying new things instead of control, maintain things and thinking from what you have."

I2 Yes Yes regarding innovation during crisis phase "Yes that is something that is happening. In crisis situations there is always less money to spend on innovation and to make innovation possible. But I think that the business leading is, if they need a new systems where you can clearly show what the added value is, it becomes clearer for the organization that they need to realize it/change it." I3 Yes, information management should be much more integrated No, however recognization of IT budget .. "My vision is completely different: Information management cutes in crisis "What you often see in a crisis needs to be more of an integral whole/unit. Because information phase is that there are huge (budget) cuts. You management is still the classic segmentation." are talking around 20-30% of the entire IT budget. Even though IT is very much necessary, you need it to get out of the crisis. So yes there are certainly conflicts there."

I4 Yes, budget cuts regarding IT even though that can help "I think Yes, budget cuts regarding IT even though that a lot of organizations at the moment are having cut backs on IT, that can help "I think that a lot of even though IT can help you to get out of a crisis if you do it right. organizations at the moment are having cut In the short term it is smart, in the long term it is fatal. " backs on IT, even though IT can help you to get out of a crisis if you do it right. In the short term it is smart, in the long term it is fatal. "

I5 Yes: primarily that there should be more focus on innovation and Yes "I think that when people are in the Yes "I think that information managers in the topleft of the AIM (especially in crisis ) entrepreneurship phase and especially when times of crisis are primarily asked to they have reached a new equilibrium, there is standardize, instead of working on new sadly only then time and space again to look at innovation tasks. […] Information new policy and strategy; meaning the Management should actually be the driver to information manager plays more of a role in renew and find new ways." the new information strategy."

I6 Yes: "In any case you have the difference in vision on how you Yes Budget cuts as a solutition which is not think you should do your work and what the view of the right: "What is often suggested as a solution to organization is. […] Therefore making things transparent is very get out of a crisis are a lot of cut backs, that is important; you often see that the prioritization you thought of was not always the right solution. Sometimes it is not ideal in hindsight. " the solution but it goes one step further than moving back to an emphasis on control, the focus lies on also making it cheaper. The emphasis therefore lies on control but with an entirely different goal, to arrange it right but actually to ruin it more; because it needs to go faster, cheaper and does not get the focus it needs."

I7 No "I do not think that it varies much. There are only little nuances Yes "We are just getting out of a if it does vary, which does show a bit. […] Sometimes there is a restructuring/reorganization, whereby initially difference in view, but that can be cleared by showing solutions and it was said that we need to save costs within scenario’s. So there is not a big difference between my personal the entire organization; therefore also on IT. view and that of the organization. That also relates to alignment, that That was the view of my manager initially. you are having conversations with each other, understand each other But now we see that by investing in IT, that in and show respect for each other problems. But that is why the end we are saving on the entire communicating is important; it is a constant challenge to stay in business/operations. " sync." I8 No, because information manager is seen more and more as advisor (on strategic and tactical level): "That is variable, the difference in vision/view should not be there. When the business side understands information management and its possibilities, but the field of information management is still in development. That does not mean that the learning curves of information management and the organization are continuously synced. But my view is that there is clearly a shift where the information manager is seen more and more like an adviser; both strategically and tactically for the management."

I9 Yes "When we are talking about information management, we have a demand & supply model, you see that the balance is missing. So it is more a supply/demand model; technology driven. When I look at myself I notice that we get forced towards a certain tool/policy of which I understand from the business perspective that it means, lower costs, lager scale and so on. But the question is if it helps with performing our jobs. The fact that we have to use a certain tool is the wrong statement because we want to serve customers and think about solutions there which is demand/supply and not supply/demand like it is now. "

I10 Yes "Yes of course, it would not be right if every manager would Yes "Yes. When you look at the market; that not have its own ideas. When you are part of an organization, it is very important. We are all in a crisis since cannot be much else that your ideas are not in sync / in agreement 2008 and you can see that organization are with the board. But it is about the board, it is not only about me. " making budget cuts. What you get is that IT gets cuts right away. Because it is seen as something that only costs money, so they make budget cuts."

I11 Yes "The focus of the organization is on different aspects within Yes "That is sometimes hard within certain certain phases. In a phase of crisis the organization is focus on phases, when you for example have an solving the crisis and less on developing or realizing new services. assignment in a phase of crisis, other interests As an information manager that is in such a phase and you give play a role and you have other tensions, which advice, that is conflicting or contradictory to the way the can affect you as an information manager." organization thinks, then sometimes you can have issues."

I12 Yes "Yes but that is also dependent on the maturity of the field of Yes "It can indeed be that case that you have information management. The field is immature, we still have a lot had a business crisis, in one way or another of conservative management within organization. It is becoming and that you take a lot of measures but where less, the views/vision is more often shared, but we are still rising. " the information systems or information manager roles are overlooked. But the moment the crisis is averted, it re-appears again to make new combinations, to make entrepreneurship possible you need information management."

I13 Yes "For me it was the other way around. I was in a crisis and everybody was administrating/controlling, which was also the cause of the crisis because everybody was controlling and therefore innovation was not possible. If you only focus on controlling in a crisis you are terrible wrong. "

I14 No "No because, what is going on here is that a vision regarding the information system is missing in its entirety. We are currently working and communicating it, materialize it in projects, causing information management and the information systems to get into a different position. We had suffered from the missing vision for a long time. " I15 Yes Yes "I find that very hard, because you are sometimes forced in a certain direction. It can also be that people are in a crisis, that is just about money. […] if you want to introduce some kind of system or make some kind of change, that is not possible in a phase like that “come back tomorrow” is what you hear, at that moment you are just not important."

I16 Yes "When you see the position of the information manager in the AIM, it is hard to not assume that there will be differences between what you think and your surroundings think. Everybody is looking at you from a certain perspective, and that perspective is different for everybody causing confusion regarding the role of the information manager […] It is a possibility that that view is further affected by the phase of the organization. But I think that the view is already difficult because of the position you are in. It is a possible that the difficulty is further increased because of a certain status or condition. "

I17 Yes "Yes that is correct, you can clearly see those differences. I think that it does apply to most organizations. We are so busy with the problems, that we do not have time to look at the problems, or a solution for the problems. That is something I notice in 9 out of 10 organizations." Number of answers Yes: 13 Yes: 11 (only at codes where No: 3 No: 1 amount can be Total answers: 16 Total answers: 12 relevant)

Table 4: SQ3: Competencies / Amsterdam Information Manager Model Table 4: SQ3: Competencies / 2. Researching/exploring the Amsterdam Category AI2M Information Manager Model

Question 2: In the AI2M a tenth square is added to the AIM/9- square model. Do you recognize/agree with the Question competency profile for the Information Manager as described in the AI2M?

A2: Recognition/Agreement B2: Scientific knowledge C2: Affinity with IT and D2: Communication and E2: Managerial skills and Codes AI2M and Critical thinking skills Information Systems Learning skills Business knowledge

Interviewee I1 Yes, but redifinition of "When you say affinity with "Communication for me really "For me it is related to the old competencies needed: "Yes for IT and Information Systems, has the annotation with way of thinking. As a society we me there sure is a relation, for me it fits very much to broadcasting/transmitting. So I are moving more and more although I am not sure if the old school." think that having a conversation, towards experts that you bring concepts/terms cover the meaning interaction if that is what you together in temporary for me as you have meant the mean with communication, I relationships and together try to meaning. " agree. But communication is seen get the best possible results. by a lot of people as Therefore I feel that managerial broadcasting/transmitting, and skills is really about directing that is something you need to get people on their tasks. And I think rid of. " you should move towards a situation where you can create partnerships."

I2 Yes, except for scientific "I agree with critical thinking Affinitiy with IT. Communication and learning I also think you need managerial knowledge: "So yes I can agree skills, but I am not sure Absolutely skills. Absolutely skills and business knowledge. with these competencies, except scientific knowledge is really for the scientific knowledge part, necessary, I think it is less especially when you are talking important. I would put about competencies." something else there like creativity/innovation."

I3 Yes, However entrepreneurship "Scientific knowledge, yes it Affinity with IT and "Communication skills yes Managerial skills and business is needed to be 'stronger' in crisis is important when you have Information systems is a because information management knowledge. Yes you need to "You need to have a certain knowledge regarding the huge must have. is not much else than direct people, need to take the sense/feeling, when in crisis you available theories. Critical communication." right decisions, anticipate things need to have someone that is an thinking is definitely on top. that happen in the business, I entrepreneur. " " totally agree.

I4 Yes "Managerial skills and business knowledge, scientific knowledge and critical thinking skills, communication and learning skills, affinity with IT and information systems, yes I recognize them obviously. So I can agree with these competencies "

I5 Yes "Yes. I think it is a great "Scientific knowledge and "You need to have "Communication and learning "When you look at addition." critical thinking skills is a insights/understanding of skills, I think that communication competencies, that you are able very good one." IT, affinity. Without being a is the most important aspect of to convince people, process programmer. But you need our field. You need to express management. That is a part of to know what the trends are, yourself, convince people and so the managerial skills and so yes that is correct.' on. " business knowledge. But when you try to improve this profile, looking at the core task of an information manager, is that he is working with information, that he can be a bridge between technology and demand, that he tries to make people enthusiastic. "

I6 Yes, except for affinitiy with IT "Scientific knowledge and "I do not think affinity with "I think that communication and "Managerial skills, business (not seen as competency) critical thinking. Of course. IT is really a competency, it learning skills are one of the knowledge yes I agree. I am not Scientific knowledge helps, is something that you have most important competencies you sure it really is management on the other hand streetwise or not. " need." because you are never managing, is a term I also often use. but you need to understand how People without a scientific the business/organizational education can also be good structure is working. The way information managers, the organization is working and without models and theories." who you need to contact when you need assistance. "

I7 Yes, however it is not one size fits "I have a problem with the "I think affinity with IT and "Communication and learning all for every organization: "Yes scientific knowledge and information systems is skills. Communication is one of although it will never fit critical thinking. I myself do important. You do not have the most important competencies everywhere; it is not one size fits not have a scientific to go in depth, but I do think of an information manager that all. That is dependent on the education, but a number of that it is important that in you need to bring with you as organizational type and the size of “HBO” studies. If you general you know what kind information manager. It also can the organization. The smaller the scientific knowledge as more of terminology is used and be related to the managerial skills organization, the shorter the lines than academic knowledge what it means, that you have and business knowledge." run which causes an emphasis on then I agree. Critical thinking a certain knowledge on that different matters. If you have a big is always important." level. And you obviously organization that is divided alone need to find the field different branches the emphases interesting." will be different. So it is dependent on the way the organization is arranged and the size of the organization."

I8 Yes: "I think that it grabs the "Affinity with IT and "Communication and learning "Managerial skills and business essence. I do recognize a lot, information systems is too skills, is able to communication knowledge, is capable of without having the feeling that I extensive. I think that the with both people from the directing people. Yes, because am missing anything. ”. way you describe it here it is technology and business, you do not practice information too broad. […] You need to absolutely. I would even turn it management alone. " understand what the around, because I think that technological possibilities communication with the business are, and you need to be able comes first. […] The department to identify yourself with the of information management is a technology, but you do not department where the principle is need to know what the learning is very apparent." organization needs on a technological level. I think that the information manager can rely there on people that are really part of the IT side of the company. "

I9 Yes "I have to say that when I "Critical thinking, we don’t "I agree. Because affinity "Communication and learning "Managerial skills and business compare my resume with the have to discuss that. I have for me means that I am able skills, if we start with the last knowledge, both yes. One the competency profile I can put down used it yesterday, one of my to make the translation from one, stagnation means decline one hand I am saying that as an a lot of marks. […] No I am not added values as an business to IT and from IT and learning skills is not the right information manager you can go missing any essential information manager is that I to possibilities for the word for me. I think it is more anywhere, in every sector or competencies. […] I am translating have critical thinking skills business. Along the axis that about being development environment. […] So having it back to my conceptual that improve the company. I am able to communication oriented, because you can have business knowledge, knowing framework, mindset and I think […] Scientific knowledge for with the business and that I the learning skills but that does what kind of business you are that I am able to work with what me is primarily that you understand the IT. I myself not mean you are actually using working in, is important to being you have stated, I do not miss any recognize the scientific input have never programmer one them. I understand that you want able to perform the task of essentials." and are able to translate it. So line of code and I see that as to say that you want to develop information manager that you know what it out an advantage, because in my yourself so therefore being successfully. […] One important there and are able to translate role I am more in the left develop oriented fits closer to requirement to be able to work in it to and for the organization. side of the model. So that description. Communication every sector is that you know in You can also see that therefore I define affinity as is maybe most important both what kind of domain you have competency as vision, using being able to have the written and oral. Communication arrived in and that you are able the scientific possibilities. So conversation with an is a starting point but it is mostly to adopt quickly. […] Regarding it is about being able to deal architect or designer. So I do about building and managing the management skills that is with the scientific not expect system relationships, and you do that by also the case, managing people, frameworks and using that to development skills in the communication." processes or the realization of shape your vision in practice. profile of the information processes. " " manager, that sometimes does happen."

I10 Yes "I think that I can agree with "Here you are in the business it. The only thing that I want to say side and in the business side it is is that if you want to connect the important that you know what competencies to the places you they are doing and what is have put them, put management at needed." the top because strategy is always management. Because otherwise it seems like management is only to the business side which is not the case. "

I11 Yes "I do recognize them and you need them especially within the role of information manager. Although when you have the AIM, the middle column is the I. The information manager is position within this column which links to the business and technology. When you look at competencies and skills of the information manager then you should also look at these aspects; strategic, tactical, operational level. An information manager that acts on a strategic level is different from one on an operational level; my view is that you therefore need other skills and competencies. […] In essence I do recognize myself within these competencies, it covers a broad perspective."

I12 "Yes Yes, I do miss a few "When you have a "Then if you can apply it to competencies, but I think that it competency which makes practice by using your adds something to/improves the you think critically and that communication and learning coherence of the AIM. In that you have some knowledge on skills, I always say that you are regard the 10th square is a scientific level, that is learning every day, then that are important." already a good starting point at least the competencies that are " very important."

I13 "I would think it is more like "Affinity with IT, I think "Communication and learning "I also think you need analytical skills than absolutely. CIO’s that do skills you obviously need. Managerial skills and business scientific and critical not have any knowledge Because you need to knowledge, you need those thinking. You need to be regarding IT; that really communicate and think about the competencies because you need aware as an organization, but cannot be a possibility." possibilities of IT. " to run the business." it is not only about those subjects. It is also about technology, innovation, being able to assess trends"

I14 Yes "I think it is written / formulated in a good manner, I think that it is cleverly done. […] When you look at these four competencies you are already flexible when you meet all these competencies because they are so diverse. Here it has shown in the last few years that the competency profile of the information manager is quite difficult and demanding. That says something about how far the competencies are apart to perform the role in a successful way. "

I15 No "I am going to say no. Yes I do recognize all the competencies and they can come in handy. But they are not differentiating the information manager enough from other roles and positions. I do not think it is distinctive enough to test someone that is responsible for information management. Yes the competencies are all true though. "

I16 Yes "Yes, quickly looking at it I do "I do not know if a CIO "Yes affinity with IT is "When you are talking about "Business knowledge sounds agree […] I would have picked a should really have scientific obviously important. […] communication and learning very clinical, it gets closer to different wording though." knowledge. […] What you What you could add is what skills, I think that you state a what I think is needed when you probably mean are analytical is expected by the couple of things that are right. I explain it; you should really skills that is the more organization, someone that mean what you are saying there understand what people are commonly used term in does not only know what it is all true." working on within an HRM." is like now but also know organization." where it is moving towards/what the developments are. " I17 Yes "Let me see, yes I do recognize it. I am only checking if I miss anything. What I think and notice that more and more among organizations is that they struggle with information management matters. That is also the creativity, thinking differently, thinking out of the box that become very important to efficiently deal with information and that is something successful information manager should have."

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Number of Yes: 15 answers (only at No: 1 codes where Total answers: 16 amount can be relevant)

Table 4 (continued): SQ3: Competencies / Amsterdam Information Manager Model

Table 4 (cont): SQ3: Competencies / Amsterdam 5.1. Competencies of the CIO 5B. Future proof-ness AI2M Information Manager Model

Proposition 5B: An information Question 5.1: Are there other competencies Manager that has these competencies (as (or areas) that currently do not (clearly) described in the AI2M), can perform appear within the profile (but are vital his/her task currently and in the future in within the different phases)? a successful manner.

A5.1: Redefinition of AI2M C5.1: Most important Codes B5.1: Missing competencies A5B: AI2M is future-proof competencies competency Interviewee I1 Affinity with information and data (instead Entrepreneurship , Curiosity , Yes, Provided competencies have right of affinity with IT), Interaction (instead of (affinitiy with) Change and (IT) meaning (see redefinition) "When the communication), Leadership (instead of possibilities, understanding of the meaning as we discussed are in the mangerial skills), Applicability (instead of market competencies then yes. And you need scientific skills) applicability, it needs to be practical as well."

I2 Creativity/innovation (instead of scientific Entrepreneur (independent), creative, Yes, when adding competency knowledge) innovative, Abstract thinking surrounding innovation "Yes although I really think innovative thinking should be added. "

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I3 Systematic thinking: being able to see the Teambuilding, Entrepreneurship, 'out Critical thinking, "Critical thinking Yes: "Yes when you add the entire picture (besides scientific knowledge of the box' thinking, creativity, sure is on top", communication competencies I have mentioned, it is and critical thinking) affinity with Adaptability, stress resistant "Without communication you are certainly justified" infastructure (affiniteit with IT and nowhere, because you are a linking information systems is on top), pin between strategy, tactical, operational levels and between business and IT. "

I4 Curiosity, being open, creativity Yes "The competencies that are stated there will always be relevant. You always need communication skills, you need to be able to learn, you need to understand the business, you need to stay critical, you need to have affinity with IT so they stay relevant. The fact that IT and the business are continuously changing, does not change that, however you do need to move/change along with them. "

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I5 Process management, vision, making Communication "I think that Yes "Yes. You also need to have some people enthusiastic (instead of managerial communication is the most independence to help others, to make skills/business knowledget), organizational important aspect of our field" sure people innovate and work together. skills/entrepreneurship (instead of That is visible in this competency managerial skills/business knoweldge), profile." vision development (instead of scientific knowledge), affiniteit with IT and innovations (instead of affinitiy with IT and information systems)

I6 "Streetwise" (Scientific knowledge is not Organizational sensitivity Communication "As an Yes, but competencies need to grow always needed) information manager you are in the "Yes, But I do think your competencies center of the model, you coordinate need to grow with you, you also grow as or you direct. You do not have a person. The competencies that I have power anywhere, so you need to now, are worth nothing in three years. Or communicate, grant, facilitate the world has changed, or I have gone to everything, which is very a higher level myself and I need to act on important. " a different level."

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I7 Specific field related knowledge (instead of Organizational sensitivity, being Communication : "Communication Yes scientific knowledge), Interaction skills innovative is one of the most important (instead of communication skills) competencies of an information manager that you need to bring with you as information manager. It also can be related to the managerial skills and business knowledge. Communication with both management and at a board level, but also at lower levels is very important. Communication for me is the number one competency. Some persuasion skills is also important; you need to be able to interact. So not only communicate but also convince people. "

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I8 Interaction skills (instead of No Communication/learning abilities, Yes communication skills), vision (part of managarial skills, business skills: managerial skills/business knoweldge) "I think that you especially need communication skills to be able to make the connection to the business, because often people are there that do not understand it. I am still amazed about the fact that an information manager still needs to explain to managers/executives what a business-architecture is and why it is good to have it. They have no idea how to organize/structure a company."

I9 Vision, Analytical skills, powers of No,"I am not missing any essential "Communication is maybe most Yes "It is not the case that other abstraction and strategic ability (besides competencies" important both written and oral. competencies appear , because you have and instead of scientific knowledge and […] You can have the best vision different phases, These competencies critical thinking), relationship there is, but if you cannot get your are generic or future-proof. Future-proof managementt/interaction skills (with message across it does not deliver in the sense that they cover the communication skills as most important anything. That is why essentials. […] They are also not bound factor / instead of communication skills as communication is so important." to a specific sector or industry. I see it as competency) a role that can be of added value in every information intensive organization. "

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I10 Capability to mobilize/organizational Flexibility , Leadership, Yes, as long as they are required "You skills/vision (parts of communication skills) need to watch out with the word future- proof. Because that sounds like you can reach your retirement with it. You need to keep in mind that these competencies are future-proof as long as there is need/demand for these competencies. It is not the case anymore however that you stay at the same company until your retirement."

I11 Vision (instead of scientific knowledge) Entrepreneurship, subject/domain "As an information manager you No "Every organization is different. knowledge , innovative skills. have two types of skills. On the With the experience you have, you have one hand side you need the soft skills, the experience how to deal subject/domain knowledge of the with people. With those combinations organization; what is the vision, you can finish project more successfully what kind of processes are there, for example. Therefore it is a how are they structured. Really the combination of the competencies you primary and supporting processes have; with the experience you are getting within the organization. Besides which makes you become more that you need theoretical or successful." technical skills. "

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I12 organizatioanl/environmental sensitivy (of adaptive skills/adaptivity (makes the Yes an information manager on the outside AI2M more dynamic…And therefore world): You do not only need scientific makes the AIM and core four squares knowledge and critical thinking, but also within the AIM more need to be able to place it in a certain adaptive/dynamic because you are persepctive. using the adaptive competency/working with the adaptive competency within the model)

I13 Analytical skills (instead of scientific Agile, innovative, flexibility, project knowledge/ciritcal thinking), You need to management, aware of the have IT knowledge (instead of affinitiy) organization/organizational knowledge, knowledge of the core process.

I14 No Yes I15 Advisory/consulting/interaction skills Leadership, having knowledge of the Interaction skills, knowledge of Yes "Yes but with the addition what I (instead of communication skills) field, knowledge of processes, being processes, switching between said, that I do not think that you can have able to switch between positions, positions, everything you need regarding adaptability information management in 1 person, one person cannot have everything you need. Therefore as the one responsible for information management you need to make sure you have different elements within your team. "

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I16 Analytical skills (instead of scientific Leadership Analytical skills, leadership Yes "Yes I think so, in essence that is knowledge/critical thinking), knowledge of correct yes." change processes (next to communication and learning skills), future-aspect (Affinity with IT)

I17 Thinking out of the Yes box/Creativity/Thinking ahead, competency related to finance

Number of answers Yes: 15 (only at codes where No: 1 amount can be Total answers: 16 relevant)

Table 5: SQ4: Relation Information Management / AIM to ACoR Table 5: SQ4: Relation 6. Focus on IM/AIM in 6.2. Connecting 6A. Influence of Information Category ACoR AIM to ACoR ACoR on IM Management / AIM to ACoR Proposition 6A: Question 6: Do you think that Question 6.2: Are Information there is a different changes needed in the Management is focus/emphasis on Question AIM to better influenced by the Information Management in link/connect it to the developments as the AIM in the different Adaptive Cycle? described in the phases of the adaptive cycle? Adaptive Cycle A6: Focus IM/AIM in B6: Focus IM/AIM in C6: Focus IM/AIM in New D6: Focus IM/AIM in A6.2: Needed A6A: ACoR Codes Equilibrium Crisis combinations Entrepreneurship changes influences IM

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Interviewee Structure Strategy, Operations Strategy, Operations, towards Structure Intern/Extern aspect Yes as I1 business of professional operations/technology displine/field of "Yes and you might study "Yes even have an extra row information (extra row at management is operations/technology) getting influenced because there you have as a parties that deliver the field/discipline. " technology, while you also have the customer that keeps dropping by. " I2 Operations Operations Strategy, structure Strategy, structure four square model: Yes, Information returning to core of Management business "When I talk moves/is in synch about the external with phase "I think aspect, I am talking that is the case. partly about technology What I just said and partly about that I indeed think operations. So for me that it is dependent as an information on the phase you manager the four are in, you move square model remains." along / are in sync with the organization, the business goals and that also depends on the phase of the organization." I3 Operations Strategy Structure Structure Integration "My vision Yes at the AIM is that it should be more integrated into the future, that will also happen. "

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I4 Operations Strategy, structure Strategy Undefined Yes "You always get influenced by changes in the organization, that also counts for information management of course. " I5 Bottom right (structure, Top left (strategy) Top left (strategy) Yes, influencing operations) , however focus the different should be more towards squares (no topleft cycle): ", Yes I think that a cycle is harder to recognize. But we have talked enough about the consequences for the squares and the challenges that causes for the information manager. "

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I6 Structure , strategy (business, Operations (technology), Operations (technology), Structure , strategy (business, AIM already fits the Yes: "If you information/communication) structure structure information/communication) ACoR : "The AIM in perform well as an (triangle) (information/communication) (information/communication) (triangle) fact shows that you information (triangle) (triangle) need to move within manager and you the dynamics of the show that you adaptive cycle. And make this possible, that you need to that you think of continuously deal with new things starting those movements. You from a crisis and continuously wonder: can entrepreneur “what are we going to these new things to do, how are we going get back into an to do it” that is also in equilibrium then this cycle. " yes you did your role successfully and you develop yourself within that role. "

I7 No specific focus, you need No specific focus, you need No specific focus, you need No specific focus, you need External aspect of Yes: "Yes that you combination of all squares combination of all squares combination of all squares combination of all squares technology: ".By doing can see an that you put a part of emphasis on the technology external. certain roles in the We are already getting different phases. " a lot of data from other partiers in collaborations. So yes there is definitely an external component there. "

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I8 Strategy In severe crisis drops out of Strategy Structure (business) Yes "That (information/communication) AIM, passed the top (strategy) influences the layer work you do to a high degree. If you do not have those influences then you are not synced/adjusted to the dynamics of the organization. The dynamics of the organization are not decided by us, we try to anticipate, direct, support, them as much as we can and keep them in mind." I9 Structure, operations Operations Strategy Structure, operations No, although shift to Yes "Yes where top left of AIM "The innovation/looking fact that my focus is ahead is a constant primary on the top left factor" part of the AIM, has nothing to do with how I position myself as an information manager. Technology and operations outside of the organization, does not mean that the responsibilities also go outside the organization; the organization stays responsible. Taking the vision and strategy as a starting point, there the decisions are made how we are going to do it, and what we are or are not going to outsource for example. The

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execution/operations take place outside, but the direction/coordination always stays within the organization. "

I10 Operations Outside of the AIM Strategy Structure No "This model is time Yes "Absolutely and place independent. when you mean it It says technology here like that then yes, but it does not say that it interacts with you need to have that each other. " technology in-house. It only says that you have the business here, which has processes that need to be supported by technology. The model does not say however where this technology in located (e.g. in the cloud or your own data center). So this model can be applied well now and in the future."

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I11 Center Strategy Strategy and operations Strategy and operations Undefined "Maybe you Yes "I do not know should take a look at the theory behind the Zachman model, the adaptive cycle there you have 16 well enough, so I squares. You can check am not certain what is relevant for this regarding its model. The AIM is also specific impact on derived from the information Zachman model, it is management. But I shown on a different do think that there level. Maybe you is overlap when should take a few parts you go through the from the Zachman different phases model and add them in and that it might the AIM or adaptive influence cycle." information management, I do think so."

I12 Operations Strategy Strategy Strategy Yes, adding the 10th Yes square "To the AI2M, adaptivity/adaptiveness makes the model more dynamic. That is criticism I often have regarding the AIM. The AIM is not dynamic, it is a static model. You can prevent it a little bit by connecting it to the adaptive cycle, but it is still a static model. […] I think that the 10th square you have created is a good/welcome addition on the functioning of information management."

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I13

I14 Information/communication Strategy From strategy to operations two columns business and Yes technology

I15 Complete AIM is always Complete AIM is always Complete AIM is always Complete AIM is always Yes "Yes you need relevant relevant relevant relevant to adjust to the changes of the organization. "

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I16 Interchangeable, no real focus Interchangeable, no real focus Interchangeable, no real focus Interchangeable, no real Yes "Yes, and not focus because of the fact that there is a model and there is an adaptive cycle. But because at a certain moment the organization is in a certain phase and that obviously influences information management. " I17 Strategy, structure Strategy, Operations Strategy, Operations Strategy, structure Yes "I refer to one of the two parts of the AIM as the base for a certain phase, or the reason you are in that phase and the other part of the AIM the reason to get out of the phase and on to the next phase. I think that you can say that in every phase that you have one causing you to be there, and the other to help you move one step further." Number of Strategy: 3 Strategy: 8 Strategy: 11 Strategy: 7 Yes: 16 answers (only Structure: 4 Structure: 1 Structure: 4 Structure: 8 No: 0 at codes Operations: 6 Operations: 5 Operations: 5 Operations: 2 Total answers: 16 where amount No specific focus/other: 5 No specific focus/other: 4 No specific focus/other: 3 No specific focus/other: 4 Total answers: 18 Total answers: 18 Total answers: 23 Total answers: 21 can be relevant)

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Table 5 (continued): SQ4: Relation Information Management / AIM to ACoR

Table 5 (cont): SQ4: Relation Information 7. Influence ACoR on (IT) 7A. ACoR and IS/IT requirements Management / AIM to systems ACoR

Question 7: Does the adaptive Proposition 7A: There are different cycle influence the current or requirements for IT/(Information) Systems future-used IT/(Information) in the different phases of the adaptive Systems? cycle

A7: Influence current B7: Influence future C7: Influence on the view on A7A: IS/IT Different requirements Codes systems systems/providers/suppliers technology needed in all phases

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Interviewee I1 Less focus/easier operations Smaller projects/modular systems "I think that Commodity: "[…] Looking at Yes "You could, when going projects will become smaller, although I am the fact that technology is through the cycle, at the looking into the future by saying that. The reality becoming more and more of a moment you go to exploitation, is stubborn. […] And that you can also from the black box" you should make it possible for perspective of the user by using building blocks control/operations to become can let the user combine and assemble it. […] So easier, which makes it possible the provider/supplier role is changing, I think to shift with resources to go that there will be less big parties and more parties through the cycle quicker. " that also deliver information knowledge together with their products."

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I2 Demands regarding innovation "Yes that is Subordinate: "I think Yes correct. What I said at the start the information technology is less important, is systems follow the wishes and situations of the subordinate I think. At the organization, but also move/follow the moment you have so many technology that is available. Competitors will use providers/suppliers that are new technology if that results in a competitive much more specialized in advantage. So that means that you place technology than you are." requirements/demands on innovation and change and also to the related systems. "

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I3 Different level of adjustment Yes "At the moment that you are in an equilibrium, you are focused on tuning your systems; minimal adjustments. At the moment you are in crisis you might change/renew all your information systems so there is a big difference there. The crisis might sometimes help you to get rid of your old legacy systems."

I4 Shorter lifespan of systems: "I think that where Undefined you used to by systems for 10-15 years, you do not do that anymore. That is just not the case anymore, not something that works nowadays."

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I5 Because of the cycle too much Would be ideal situation; smaller applicatoins Yes "Yes. Because if the focus lies on focus on current systems: "In "There are companies that pick SAP right away, legacy and reliability. […] I do think that my experience, the focus in the which becomes an issue later on. In my area we people look at how the current things can cycle is very much on current have decided to go for smaller applications, with be changed, in what way changes can be systems and not on innovation small steps, developing together with users, applied (in a quick manner)." and new systems. People only developing scrum, that is my approach. " start to look more for new applications and new application areas in the phases of new combinations and entrepreneurship."

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I6 Cycle not influencing current Cycle between one (big) provider and multiple No, with the exception of systems used systems but role of (smaller) ones: "There has been a trend where for innovation: "No, with the exception of information within the we had to go to one (software) package. Which systems that you use to innovate. Those organisation: "I think that it resulted in a lot of implementation projects that are always peripherals, because your main has not much to do with the did not succeed, did not work. So then it was systems just keep running. Also in control, cycle, but more regarding the decided to go for smaller things, until they the requirements you relate to control need role of information within the showed the huge control/operational costs it had, to be correct in an equilibrium phase." organization. In essence I think and then you see the return to bigger you can say that you need to packages/one package. That is a movement you innovate and if you do not have see in the growth cycle of an organization, where the right tools to make that this cycle goes in between countercyclical." possible or if you try to get information out of your systems to see what is going on but you cannot get anything, the systems cause issues. In essence you keep wondering how do systems support our business or are they not doing that?"

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I7 Budget phasedependent Research future technologies "What we do a lot No different requirments, but different "During times where things are is looking at innovation, researching certain dimensions: "I do agree, although in a going well, and there are technologies to see how they can make our crisis you look more at the financial side. enough financial options, it processes more efficient." In equilibrium you look at it from a does not matter that much. But different perspective in the sense of; is it if the situation gets worse, you still doing what it should be doing. In the start to look critically at your entrepreneurship phase you look at new application environment possibilities, so you look at it from including the systems and different dimensions. The requirements contracts you have sealed. themselves will not be that different no. " Looking at a crisis things might become more moderate".

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I8 Best practice becomes relevant "I do not think Commodity: "Technology is No: "That does not suit the concept of the the size of the package is relevant. What I find becoming more and more of a adaptive cycle. The much more important if it is possible to use a commodity, becoming plug & arrangement/organization of your business software package in the way it was intended by play, cloud, standard solutions. and information systems in the adaptive the provider/supplier. So that you are not letting The IT market from the last cycle, decides your position of your the package do other things than the supplier five/six years from what I have organization in the adaptive cycle and if thought of. I see more and more a combination witnessed are getting more and you keep it stable or if you make changes. appear where the supplier has a vision regarding more mature in that area. As an But therefore you do not make ‘best practice’ of using the system. And the way information manager you should requirements to information systems, that you arrange business processes stays closely not want to direct/coordinate is caused by the way you information related to those best practices. The result is that commodities. " systems are arranged and the changes you is does not matter if it is big or small; you stay make. But you do not have different flexible." requirements in different phases. No you are adjusting an information system to change and suit the new situation."

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I9 Flexible layer influenced "The Undefined "I think that the sector/industry in Yes level of dependability on the which the organization is active is important to information systems obviously answer this question. Sectors that are more plays a big part. Although the susceptible to trends, with a shorter time-to- core of the systems will not be market, need to be more agile than other less or more influenced, the organizations. I mean that the adaptive skills, the flexible layer will be changeover time of product lines and the influenced even more. matching processes/systems need to be high. So Organizations that are you need to respond quickly to the transitions in dependent on their information the cycle, the preference is that you anticipate systems need to make sure that otherwise you need to respond quickly. " what I call the flexible layer, can be adjusted quick and efficient. An active information management policy needs to make sure that one anticipates (or responds) to the different phases of the cycle."

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I10 Yes Standardization vs flexibility "Well, there are Yes "When the business changes, you interesting tensions between what the business need to readjust your information systems wants and in this case what the board wants. The to those changes. So there is a link there. it board wants standardization, centralization. is not essential/always necessary though, it While the business wants to be as flexible as is not always the case that your possible. Those are health tensions because when information systems should change if your you would admit to the flexibility It would cost business changes." you a lot of money. While if you would admit to the standardization and centralization you lose your local business. So you should always research how the two can be connected in a good manner. "

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I11 Different emphasis "I think Use of services "You see a shift Yes "You can look at the way you go so, each phase you put an if that is possible within your through the phases and what that means emphasis on certain core processes to make use of for the requirements you set/establish, developments within your services, which is happening those could be different for each phase, system environment. You can more and more. That way the that could be a possibility. In a crisis phase see that. In a crisis phase you organization can focus on the you develop slower and therefore you have might be more cautious, in an core business and less on the IT. different requirements." equilibrium you can look more " into new developments that are going on. In the entrepreneurship phase you can look at what you need to become profitable. While in new combinations you can check which trends there are and which one you can apply. You see that it changes for each phase."

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I12 No "The core of your Commodity, more focus on No I think that the requirements should be information systems, the business "You can see that it is the same everywhere. You can obviously requirements you decide on expected of information say that at the moment I am searching for regarding the core stay the managers to have more and new opportunities, you put less emphasis same. You need to arrange the more business perspectives, on continuity and things like that, but at continuity depending on your even organizational science the moment it has to conform to." organization, therefore it does perspectives instead of just IT. not matter in which phase/cycle IT has become much smaller. you are." People have said IT has become a commodity and that might be the case. "

I13 Yes "When you are in a crisis it becomes more complicated. Then are trying to stay stable, it was like that when I came here. Everybody was having problems all the time. You do not want to stay there so you start looking towards something new. "

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I14 Undefined "Yes but that is Collective vs fragmented "A crisis can also No. Depending on the entire cycle No. I related to the goals of the show you that an information can flow across do not agree with you, but the adaptive organization. In the end of a multiple domains. It can also mean that you cycle can cause requirements to change crisis you check where you want to move from fragmented towards a which is related to the phase of new want to move to, you start collective or the other way around, but that is combinations. The crisis can cause you to doing projects, making dependent on the set goals." think that what we did has not worked, I business cases in which you am going to change the requirements. So want to realize the goals. When the adaptive cycle does change the you know how to reach the requirements, not because the phase goals you use those results to changes that you are in, but because the make requirements, which also crisis causes that the goal of the results in different possible information system changes which can solutions. They can be the cause the requirements to change. " same, but they can also be different. You can also quit something, merge something or pull it apart."

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I15 More control in crisis "At the No "No. They will ask for different moment you are in a crisis, you systems. " want to have control. So you get a lot of request for control/monitoring data and to get them as quickly as possible. […] When people are in a crisis they want control. When people are in a phase of entrepreneurship they want to try new things, so they will ask different kinds of questions. "

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I16 Yes "Yes I think that there is an Flexbility more important "Well I think that No "No, I have not interpreted the influence, inevitably. Because flexibility and resilience will become very adaptive cycle like that, not that you define in the end, that is where the important components/aspects of information other requirements in different phases […] information policy is systems in the future. […] And if that gets The requirements of the information materialized. That are the realized by big or smaller systems that is a systems get decided by what you need. But information systems. " derived question if you ask me. But I think that I see the adaptive cycle as a different you need to be able to anticipate quicker to layer." demands of the organization or new technological developments. Yes that is obvious."

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I17 New view on lifespan "What I Shorter lifespan, simplify "That also means that Matching business process to Undefined "Partially. I think that the think becoming more and more you have to do it less detailed because of the system "I know another proposition is partly true but that the important is that the lifespan of shorter lifespan. You need to make it easier and example what I often see difference is not that large. I think that the things needs to be viewed in a simplified and not figure everything out. Because nowadays. It used to be the case way we are in different situations and different way. We used to be in that is taking too long and that will cost too much that in the world of big ERP phases where we deal with making things a time where IT systems or and it has to keep working too long to earn back systems that you would have bigger than is needed. In the end I think information systems could be the money. You also see that for example in big four, five, six year lasting that if you have the right core facilities, used for a long duration of data, which suggest that you are dealing with projects with 100-200 people you can use them in the right manner in time. Instead we now have changing needs and you cannot realize that with working to adjust the whole every cycle." short term or disposable static solutions that require long life cycles." system to the process of the solutions. I think that is a huge company. Now they often do it change in the lifecycle of the other way around; they look information and information at the way the processes are management. " done within SAP/the ERP system and then one year is spend instead of five years to adjust the business process to the systems."

Number of answers Yes: 7 (only at codes where No: 7 amount can be relevant) Undefined: 2 Total answers: 16

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Table 6: SQ5: Relation Information Manager / CIO to ACoR

Table 6: SQ5: Relation 4. Focus on Information Manager Information Manager / Category roles in ACoR CIO to ACoR

Question 4: Do you think that there is a different focus/emphasis on the CIO/Information Manager roles in the Question AIM in the different phases of the adaptive cycle?

C4: Focus CIO role in New D4: Focus CIO role in Codes A4: Focus CIO role in Equilibrium B4: Focus CIO role in Crisis combinations Entrepreneurship Interviewee I1 User ambassador, Application manager Application manager/User Trendwatcher (connected to Alignment manager, Business partner (should be more focus on ambassador, (should be more focus on business) trendwatcher/change) Trendwatcher)

I2 Alignment manager, Business Partner, Trendwatcher (future-view), partner in Trendwatcher (future-view), partner Alignment, Business-Partner, User User ambassador, Application manager, strategy, Information policy maker -> in strategy, Information policy ambassador, Application manager, (IT) Facilities manager -> Bottom 6 Top 3 maker -> Top 3. towards right (IT) Facilities manager -> Bottom 6, towards left

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I3 User ambassador ,business partner, business partner, Information partner business partner, Information policy business partner, Information policy alignment, Information policy maker, in strategy, trendwatcher, maker, Directing/coordination role, maker, Directing/coordination role, (IT) Facilities manager, Application Directing/coordination role trendwatcher (change agent) trendwatcher (change agent) manager, Directing/coordination role

I4 User ambassador, Application manager, Information policy maker, Information Information policy maker, Information policy maker, Information business partner partner in strategy, trendwatcher, Information partner in strategy, partner in strategy, trendwatcher, Directing/coordination role, alignment, trendwatcher, Directing/coordination role, alignment, (IT) Facilities manager (more Directing/coordination role, (IT) Facilities manager (more emphasis on trendwatcher) alignment, (IT) Facilities manager emphasis on trendwatcher) (more emphasis on trendwatcher)

I5 Information partner in strategy, Alignment manager, business partner, Alignment manager Alignment manager Information policy maker (you should User ambassador, Application do it sooner than equilbrium), alignment manager

I6 bottom left: control, alignment top right: strategy, technology top right: strategy, technology bottom left: control, alignment (however foucs should be on all roles (however foucs should be on all roles (however foucs should be on all (however foucs should be on all roles which is not currently happening all the which is not currently happening all roles which is not currently which is not currently happening all time) the time) happening all the time) the time)

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I7 (IT) Facilities manager, Application business partner, Information partner Information policy maker, trendwachter, alignment, business manager, User ambassador, in strategy, Directing/coordination role trendwatcher, partner, Directing/coordination role Directing/coordination role Directing/coordination role

I8 Business partner Information partner in strategy; Information policy makers Alignment

I9 Alignment manager, trendwatcher Trendwatcher, partner in strategy (also trendwatcher and Information bsusinesspartner-alignmentmanager, a bit of the Information policy maker) policy maker trendwatcher

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I10 No specific focus, all roles (maybe Strategy, technology, Operations, Change/trendwatcher Structure, operations slight focus on operations and Change/trendwatcher trendwatcher would be ideal)

I11 Trendwatcher Directing/coordination role, Alignment Information policy maker, Information partner in strategy

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I12 You can see all roles in every phase of You can see all roles in every phase of You can see all roles in every phase You can see all roles in every phase of the adaptive cyle. It is related to the the adaptive cyle. It is related to the of the adaptive cyle. It is related to the adaptive cyle. It is related to the intentions in which you want to enact intentions in which you want to enact the intentions in which you want to intentions in which you want to enact your role that decides your position in your role that decides your position in enact your role that decides your your role that decides your position in the cycle. the cycle. position in the cycle. the cycle.

I13 I think you should always think I think you should always think I think you should always think I think you should always think proactive, about where you can have proactive, about where you can have proactive, about where you can have proactive, about where you can have added value. This results in systems, added value. This results in systems, added value. This results in systems, added value. This results in systems, that you need to keep in working order. that you need to keep in working that you need to keep in working that you need to keep in working Your value lies in thinking along. order. Your value lies in thinking order. Your value lies in thinking order. Your value lies in thinking along. along. along.

I14 when you are in an equilbrium you can Strategy Translating strategy to operations In entrepreneurship you want to have focus on the middle part of the model. both outer sides (business and technology)

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I15 Information partner in strategy, Information partner in strategy, Information partner in strategy, Information partner in strategy, Information policy maker, alignment Information policy maker, alignment Information policy maker, Information policy maker, alignment manager, coordination/directing role manager, coordination/directing role alignment manager, manager, coordination/directing role coordination/directing role

I16

I17 Roles in strategy, structure Roles in strategy, operations Roles in strategy, operations Roles in strategy, structure

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Number of answers (only Information partner in strategy: 2 Information partner in strategy: 11 Information partner in strategy: 6 Information partner in strategy: 2 at codes where amount Alignment manager: 6 Alignment manager: 3 Alignment manager: 3 Alignment manager: 10 can be relevant) Business partner: 5 Business partner: 3 Business partner: 1 Business partner: 4 User ambassador: 4 User ambassador: 2 User ambassador: 0 User ambassador: 1 Application manager: 5 Application manager: 2 Application manager: 0 Application manager: 1 (IT) facilities manager: 3 (IT) facilities manager: 1 (IT) facilities manager: 1 (IT) facilities manager: 2 (IT) Trendwatcher: 2 (IT) Trendwatcher: 6 (IT) Trendwatcher: 6 (IT) Trendwatcher: 4 Information policy maker: 3 Information policy maker: 5 Information policy maker: 7 Information policy maker: 3 Directing/coordination role: 4 Directing/coordination role: 5 Directing/coordination role: 4 Directing/coordination role: 4 Other/no specfic focus: 4 Other/no specfic focus: 3 Other/no specfic focus: 3 Other/no specfic focus: 4 Total answers: 38 Total answers: 41 Total answers: 31 Total answers: 35

Table 6 (continued): SQ5: Relation Information Manager / CIO to ACoR

Table 6 (cont): SQ5: 4B. View/understanding of the CIO on Relation Information 4.1. Exploring/Exploiting and the CIO ACoR phases Manager / CIO to ACoR

Proposition 4B: The Information Manager/CIO Question 4.1: Does the information must have an understanding of the (current) manager/CIO has a different role/competencies, phase of the organization to make the correct left (exploiting) and right (exploring) in the decisions (surrounding Information Adaptive Cycle? Management)

A4B: Understanding ACoR phase Codes A4.1: Different role exploiting/exploring B4.1: Different competencies exploiting/exploring important Interviewee I1 Yes, understanding and being able to anticipate

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I2 Continuity vs Creative/Active: "In the crisis Yes "You should definitely have that as an phase, but also in the new combinations phase, I information manager because that is part of think that you need more active and creative your role. You need to be able to recognize people than when you are in an equilibrium or change and respond to it. That also means that entrepreneurship phase. In the equilibrium phase you recognize the phases and that you deal with you need to make sure the continuity is in them in a correct manner." working order and that everything runs well. […] It can be the same person but that does not have to be the case. You can be less suited, which means you need to make sure you hire people that supplement you in that area. "

I3 Yes learning skills vs creativity/entrepreneurship "I Yes "Absolutely. He needs to be aware of what would say that right creativity and entrepreneurship play the organization is and what is not capable of an important role. Left competencies like learning skills and what they want and do not want. So yes are more important because you are unsure about what that is very important." you can do, but are sure about what you want to reach. "

I4 control vs change "you are maintaining what is Yes, without a doubt available, while in other phases you are really working on implementing change. "

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I5 change vs standardize "Yes I think so. I said Yes, "Yes I think that is the case, because I earlier that during periods of crisis (exploring) would personally, if I had a central role in the you are expected to standardize while in the other area of information management, promote side (exploiting) there is more room for trying innovation, entrepreneurship and working new things, and searching for new partnerships, together with others. I would make different innovation. That is my view." choices so yes I agree."

I6 Control vs projects "I said it before, during No. Not sure about different competencies: "I am not sure Yes "Yes. Of course. But if you do not have crisis you will focus more on projects and when if different competencies are needed, because I still have that understanding, you are not working things are going well you will focus more on the feeling that I can use the same competencies in both correctly in your field. I think that the first control processes." sides of the model. Only my focus is different" person that knows/feels they are in a crisis is the information manager. Same goes for when you return to operations in equilibrium. I think that it is really like that."

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I7 The way you act within your different IM- Yes: "Yes I agree with that proposition. It has Manager roles: "The way you act might be to do with the role of the business partner. […] different, but I do not see a clear distinction. Looking at your IT vision and the guidelines Where you have the distinction you have the you build around that vision, there you also coordination/directing role so there you have a have a planning and control cycle. And they are bit of everything. So maybe you cannot clearly closely related to the way the organization is say; this role is not related to this phase because moving and what kind of processes we need to it is always a combination of several factors support them optimally. " which depends on the situation."

I8 Yes "I agree. But with the addition, we have talked about, where I think that you should also anticipate the cycle. "

I9 Yes

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I10 "Yes. Absolutely. When you do not know the phase you are in, you also cannot make the correct decision. When you know you are in a crisis, which we had recently, and that your organization has difficulties to go through the crisis, difficulties reaching the next phase, then you need to make sure that you get into a new stable situation, and use that stable situation to get to the next stable situation. Recently we were still in a crisis when the next crisis already appeared. If you as an information manager or CIO do not recognize that you are already in a crisis, another crisis would be too much, then it turns into chaos."

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I11 Higher degree uncertainty"In the right side of Yes "That is also dependent on what kind of person you "Yes I agree, that is the knowledge of the the model you have a greater degree of are searching for, that is where the soft skills also play an subject/field that I mentioned earlier. […] uncertainty, for which you need a different role important role" Again it is about the separation between the than if you would be in an equilibrium or knowledge of the subject/field and in depth, entrepreneur phase. That is correct." theoretical or technological knowledge. An information manager needs to have those combinations. "

I12 Yes "I agree, to the extent that organizations are really large and to do that from an information manager role is almost impossible. Therefore you need to make proper agreements about the role of the information manager. When you have 17 executives that all have an information role and next to that you have an information manager that he/she is not much else than a director/coordinator of all those other roles. That is a completely different activity then when you are responsible."

I13 "Yes, keeping something online, keeping an eye on what you have is something different."

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I14 Undefined "I get what you are trying to say, I am Yes not saying it is not true, but I think that I am reasonably versatile. Maybe in the future you will need different types of information managers."

I15 Yes "Your most important competency is that you can Yes "It assists the one responsible for switch between different positions within information information management or IT to understand management. " the position of the organization and to know where the possibilities are and to know how to respond. When you are in a crisis and you get out of the crisis, then it is necessary to be more of a leader, because people are searching for guidance that you can offer, which will be appreciated. That offers more possibilities. "

I16 "Yes when you say it like that, yes."

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I17 Yes "Absolutely. I think that it is crucial . What we discussed earlier; you need to be creative and combine that with being strategic. But you have to implement that in the right way and at the right time. Otherwise it damages or disappears into nowhere. I think that it is crucial."

Number of answers (only Yes: 16 at codes where amount can Total answers: 16 be relevant)

Table 7: SQ5: Relation Competencies / Amsterdam Information Manager Model to ACoR

Table 7: SQ5: Relation Competencies / Amsterdam 3. Influence ACoR on competencies Category 3A. Future proof competencies and the ACoR Information Manager Model to ACoR

Proposition 3A: Because of the developments shown by Question 3: What does the adaptive cycle mean the Adaptive Cycle, it is impossible to work with long for competencies (of the Information Question competency lists if the competencies need to be future- Manager/CIO) in general? proof (need to be able to deal with the adaptive cycle)

Codes A3: Changing view on competencies B3: Different competencies needed A3A: Future proof-ness long competency lists

Interviewee I1 Yes, important that competencies cover correct Not futureproof "I think that you are right about that, but meaning caused by the devlopments that is why the meaning of the words is very important. "

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I2 Creativity/Flexbility/'Allrounder": "Yes I think you Not futureproof " That is not possible, that is not the need a certain creativity. You need to be flexible to case. I also think that everybody has its own be able to move across all layers. That is what you competencies." do as an information manager, you are related to the IT but also to customers, to suppliers. So you are at a lot of different levels, you need to be an allrounder. "

I3 Yes, need to be able to enact/use competencies Flexbility, Intuition to deal with crisis Not futureproof "Only the problem is, when you use in different way in different phases competencies for example in a plan meeting, to say the next 10 months I need this competency, while you do not know yet what the result of the change will be, it is not convenient to work with that kind of list."

I4 Yes,"What I said before, I see a trend towards Not futureproof "Well competencies are future-proof, multidiscipline teams and people that are but not as a list, but also not as a person. When it is one hybrid. Previously you had a certain task with a year later, I have developed and lost certain competencies certain competency, nowadays it is expected because I do not do it anymore. It is that simple." that you have all these competencies united within one person."

I5 Yes, competencies need to be sharpened and Entrepreneurship, independence Not futureproof "It is difficult though, because need to be able to stimulate process . "That you information management is on a lot of different levels." make tings clearer and what I think is that you need the competencies we have discussed to stimulate these kind of processes"

I6 You need competencies to deal with and connect Not futureproof: "Yes I agree with your proposition. I different phases and aspects of IM think that competencies you have now are not worth anything anymore in two years. I think that applies to many things. Maybe with the exception of things like communication skills, the basics."

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I7 Yes Understanding different roles need Not futureproof: "The number in the end is decided by different core competencies: "Allocating or the organization. Obviously you can say that you connect expecting that certain roles within the 20 competencies to a certain role/job/function but then organization, need certain competencies. That you know you will never find a person like that. […] You are not things we test yearly. Often a role need to have a number of core competencies. When you appears / is established and then we grab five are talking about being honest or possessing integrity that on average, with a max of 10 competencies speaks for itself. Therefore you need to decide on explicit from a larger group of 40 or 50." competencies."

I8 Yes "I think that as an information manager Undefined you need to master the whole adaptive cycle. You need to be able to deploy yourself during each moment of the adaptive cycle. That means that you need to have a competency profile, like you have described, that oversees the broad nature. "

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I9 No "No, that does not change the view on competencies in general. But it is true that in certain phases you will rely more on certain competencies than others. The competencies themselves do not change, but the demand for a certain competency can be bigger in a certain phase than other competencies. That is at least my view."

I10 Yes. Required Flexbility: "The way I view it, Not futureproof "I have issues with long competency I think a lot of people would not agree, but in lists, because of the reason I do not believe in them. […] my organization I always say that you have a Knowing what is going on in the market and being able to couple of core competencies; things you are respond, change along with the market and as a result do good at. But, especially when looking at the something else. So my view on competencies is always to adaptive cycle, if you are not able to be keep it limited, keep it specific for a certain job, but make flexible; you can just quit." sure the person is ready and able to change. Because a very broad competency profile is nonsense."

I11 Yes"I think that you primarily need to look at Not futureproof "I think it works better to work with the soft skills. When you are in a crisis phase, it short, limited competencies; in this phase you have a few might not go smooth between departments. competencies that are very important. It is important to Then you need to have someone that is limit your competencies, otherwise you have very large assertive. While on the other hand, if you are in lists. I agree with the proposition." an equilibrium, you do not have great tensions. So that has to particularly do with the soft skills of a person."

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I12 Yes. Experience also becomes important "It Not futureproof "That is correct. Looking at the 10th is true that when you move from an square and saying; these are the core competencies you equilibrium to a crisis and you start searching need, I said I am missing a few, but if you stick to those for new combinations, experience matters a lot. core competencies you already have come a long way. Things you have already witnessed hopefully […] Those are four additions you have made to the AIM do not occur to the same extent, but in a as competencies of an information manager on a bit of a synonymous, similar way. By using your strategic level, then that is a welcome/good addition." experience you can act faster. Therefore experience is an important component you should have within your role as (strategic) information manager."

I13 I14 No "No, I do not think so because then it gets Not futureproof "Yes. I think that that is a very good out of control. You need to have something and point. What we are working on is too not have the everybody needs to change nowadays. From perspective of having one person on one role, but more the perspective of HRM people are saying that having a team (which is located in different parts of the when you are around the halfway point of your AIM). And what I think is interesting, when you start career, it is important that you conduct a working in teams and say that you have 5 information significant study. There is changing so much in managers, and we do not connect them to a domain/field, the world, not only for information but we turn it into a group of information managers, you management, but it is becoming more common have that many more competencies in that group than if that people change, switch, get educated, you would let them work separately on a domain/field. retrain." You need to deal with the fact that one person can be better at something than another person. "

I15 Yes "You are dealing with the different Not futureproof "I think that it is more important you competencies you have. I would like to make can switch, than if you could do one thing extremely two statements regarding that matter. First is good/well. […] I think most parts of information that you can never have that within one person. management are not in one person, so you need to build a So it is important to create teams within team. That is my view." information management that can perform the different roles. Secondly you need to look at the role of information management in general."

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I16 Not futureproof "Well in practice you can never work with very long competency lists. I have never done that. You just cannot do that. You also cannot organize and make it operational. There are HRM models, at least the ones I use, that talk about 15-20 competencies you can appoint. Depending on the role/position, I pick 3-5 competencies out of the larger group and decide those are the core competencies. That does not mean you do not need the other things, but that is what is really the case in which you need to make decisions. The maximum number is 3-5 competencies though."

I17 No "Well no. I think it is most important that Not futureproof "I totally agree, 100%. That is a struggle you know where you are in the cycle and that I frequently have, both internally within the company and you can respond/take measures based on your with customers. It has no point to be specific and detailed. location in the cycle, to get through that phase. You need to have certain core competencies like I think that is most important. " creativity and when the essence is right, the remaining/others will come naturally. That is my way of thinking."

Number of answers Yes: 10 Not futureproof: 14 (only at codes where No: 3 Undefined: 1 amount can be relevant) Total answers: 13 Total answers: 15

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Table 7 (continued): SQ5: Relation Competencies / Amsterdam Information Manager Model to ACoR

Table 7 (cont): SQ5: Relation Competencies / 5. Focus on competencies in 5A. Changing CIO Amsterdam ACoR competencies ACoR Information Manager Model to ACoR Proposition 5A: The Question 5: Which competencies competencies of the (of combination of Information Manager competencies) as described in remain the the AI2M, do you think are most same/unchanged in the important within the different different phases of the phases of the adaptive cycle? adaptive cycle, but the focus/emphasis is different. A5A: Same A5: Focus competencies in B5: Focus competencies in C5: Focus competencies in New D5: Focus competencies in Codes competencies, different Equilibrium Crisis combinations Entrepreneurship emphasis (in ACoR) Interviewee I1 Scientific knowledge, Critical Communication and learning Communication and learning skills, Business knowledge, Yes "You need other thinking, Communication and skills, Entrepreneurship, Entrepreneurship, Business knowledge Leadership, Communication competencies certain learning skills, Affinitiy with IT Leadership skills phases, we have discussed and devlopments that." I2 Affinity with IT and Information Critical Thinking, Scientific Communication skills and Communication skills and Yes "Yes but I have Systems, Critical Thinking, knowledge (innovation, Learning skills, Managerial skills and Learning skills, Managerial already said that, I agree Communication skills curiosity), Communication Business Knowledge, Critical Thinking skills and with that proposition. skills Business Knowledge, Critical Correct." Thinking I3 Affinity with IT and Information Scientific knowledge, critical Affinity with IT and Information Affinity with IT and Yes Systems, Communication and thinking, Affinity with IT and Systems, Communication skills and Information Systems, learning skills, Managerial skills Information Systems, Learning skills, Managerial skills and Communication skills and and Communication skills and Business Knowledge, Creativity Learning skills, Managerial Business Knowledge Learning skills skills and Managerial skills and Business Knowledge, Business Knowledge, Entrepreneurship Entrepreneurship, Adaptability, stress resistant

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I4 No focus, all competencies have No focus, all competencies No focus, all competencies have equall No focus, all competencies Yes equall focus but are differently have equall focus but are focus but are differently used in different have equall focus but are used in different phases differently used in different phases differently used in different phases phases I5 No focus (as suggested Affinity with IT and Scientific knowledge, critical thinking, Managerial skills (as Yes organizational skills, process Information Systems (as (as suggested organizational skills, suggested organizational skills, manamagent en vision could be suggested organizational process manamagent en vision could be process manamagent en vision added and is relevant for all skills, process manamagent added and is relevant for all phases) could be added and is relevant phases) en vision could be added and for all phases) is relevant for all phases) I6 Communication skills, Connecting, Critical Connecting, Critical Thinking, Communication skills, Yes : "Yes. We have just arranging, vision, affiinity with Thinking, exploring, vision exploring, vision arranging, vision, affiniteit discussed it1" IT and information systems with IT and information systems I7 Scientific knowledge and Scientific knowledge and Innovation, critical thinking Communication skills and Yes : "Yes that is correct. Critical Thinking Critical Thinking, Affinity Learning skills, Managerial You are not going to with IT and Information skills and Business Knowledge behave differently when Systems you move from crisis to entrepreneurship. You have a certain number of core competencies that always stay. Only the emphasis or focus will change depending on the situation. In a crisis that focus lies somewhere else as opposed to an equilibrium. When you are in a entrepreneurship phase you take more risks. So yes you do have some other emphasis. "

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I8 More focus on a certain More focus on a certain More focus on a certain competency but More focus on a certain Yes "There are competency but not only competency but not only not only competency used in phase see competency but not only competencies that are competency used in phase see competency used in phase see also A5A competency used in phase see stated here that you need in also A5A also A5A also A5A the entire cycle. But depending on the phase you are in you use one more than the other. But you still need the complete package. Unless you would say I am going to deploy someone else with other competencies, but I would say that does not work. You need to be able to switch between different roles and competencies within the package you are describing. And you need to be able to utilize it in a different way at different moments of the cycle."

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I9 Managerial skills and Business Managerial skills and Scientific knowledge and Critical Managerial skills and Business Yes, "Translating it back to Knowledge Business Knowledge, Thinking. Communication skills and Knowledge, Scientific my mindset/conceptual Scientific knowledge and Communication skills and Learning skills knowledge and Critical framework, I just said that Critical Thinking Learning skills Thinking (Analytical skills) , the competencies you are (analytical skills), Communication skills and describing here I can work Communication skills and Learning skills with; I do not miss any Learning skills essential competencies. Then for me it is a closed system; that is the framework to act within as an information manager. Therefore the competencies do not change in a phase, but you will probably rely more on certain competencies than others in certain phases. Or maybe on a certain part than other parts."

I10 Affinity with IT and Information Communication skills, Scientific knowledge Managerial skills and Yes "Yes I think, and in Systems, Managerial skills and Managerial skills and and Critical Thinking, Flexibility Communication skills general that applies for all Business Knowledge Business Knowledge, (demandend most in this phase) managers, not only Flexibility (demandend most information managers. in this phase), Capability to Every manager is a great mobilize manager if they can use their competencies based on the situation. "

I11 Communication skills Managerial skills Communication skills Communication skills Yes "I think so. For Business Knowledge, amd Learning skills, Innovative skills amd Learning skills, example in crisis, in Communication skills Innovative skills equilibrium, you have a Learning skills, Scientific different emphasis on knowledge and Critical certain competencies, even Thinking, Innovative skills though they stay the same."

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I12 Affinity with IT and Information Adaptivity, Communication Adaptivity, Communication skills and Adaptivity, Communication Yes Systems, Managerial skills amd skills and Learning skills, Learning skills, Scientific knowledge skills and Learning skills, Business Knowledge Scientific knowledge and Critical Thinking Scientific knowledge and Critical Thinking and Critical Thinking

I13 I14 Scientific knowledge Communication skills Scientific knowledge, Critical Thinking, Managerial skills, Business Yes and Critical Thinking Communication skills Knowledge, Affinity with IT and Information Systems I15 You need all competencies in You need all competencies in You need all competencies in each phase You need all competencies in Yes each phase (slight emphasis on each phase (slight emphasis (slight emphasis on leadership) each phase (slight emphasis on consulting skills) on leadership) consulting skills) I16 Analytical skills, leadership Managerial skills, Analytical skills, Communication skills . Analytical skills, leadership Yes "Yes I think so. Also Communication skills, Leadership in information Analytical skills, leadership management you choose 3- 5 competencies. I would imagine that those core competencies for the different phases in the cycle would relate back to the point within the cycle. And then you reach the conclusion that at the moment you have 5 core competencies, which ones are essential. "

I17 Affinity with IT and Information Communication skills Affinity with IT and Information Critical Thinking, Yes "I totally agree. I think Systems, Managerial skills, amd Learning skills, Systems, Managerial skills Communication skills and that is the crucial aspect of Curiosity Curiosity and Business Knowledge, Curiosity Learning skills, Curiosity an information manager. You do not start doing things in a different way, with a different approach, but you enact your combinations with the right balance."

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Number of Scientific knowledge: 4 Scientific knowledge: 5 Scientific knowledge: 5 Scientific knowledge: 2 Yes: 16 answers (only at Critical thinking: 5 Critical thinking: 6 Critical thinking: 7 Critical thinking: 4 Total answers: 16 codes where Affinity with IT and IS: 6 Affinity with IT and IS: 3 Affinity with IT and IS: 2 Affinity with IT and IS: 3 amount can be Communication skills: 6 Communication skills: 9 Communication skills: 8 Communication skills: 10 Learning skills: 3 Learning skills: 5 Learning skills: 6 Learning skills: 7 relevant) Managerial skills: 5 Managerial skills: 5 Managerial skills: 4 Managerial skills: 7 Business Knowledge: 4 Business Knowledge: 4 Business Knowledge: 4 Business Knowledge: 6 Other competencies/no specific Other competencies/no Other competencies/no specific focus/all Other competencies/no focus/all competencies: 7 specific focus/all competencies: 10 specific focus/all Total answers: 40 competencies: 10 Total answers: 46 competencies: 7 Total answers: 47 Total answers: 46

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Table 8: SQ6: New perspective

Table 8: SQ6: SQ6.1. New perspective on SQ6.2. New perspective on Category New perspective information management CIO/information manager Question ASQ6.1: Core of IM/Most important BSQ6.1: IM BSQ6.2: CIO Codes ASQ6.2: Core of CIO role aspects Shifts/Changes/Trends Shifts/Changes/Trends Interviewee I1 I2 Ascending order: information, Technology less important for IM: Four squares (technology and operations Towards four square model (top left communication, business "When I look "When you look at the AIM drop)/directing and coordination role. 4) at the AIM, I think technology is least surrounding information "When I talk about the external aspect, I talk important. In ascending order I think, management, I think that operations partly about technology and partly about information, communication and business and technology are becoming things operations. So for me, for the information most important. Business clearly most that are not the most important manager, the four square model remains." important. " within the scope of the information manager. I think that it is essential that you have a good directing/coordination role, which is the connecting aspect towards technology and operations. As an information manager you need to play an important role in the business side.."

I3 Integration of technology and business "Where at the moment the AIM says, you have the business here and IT there, that is something that will more and more disappear in the future."

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I4 Business IT fusion instead of Chief (process) innovation officer Business IT alignment, focus on instead of chief information officer; innovation merged trend watcher role and information partner in strategy role

I5 Innovation "What is the most important Shift towards innovation Towards coordination/business: aspect of our field/area? That might be "I see a trend that we move more innovation. Because in essence I think that and more towards the people expect that we always look at the directing/coordination role. So added value of technology within the moving away from technology and company. We always have to be towards coordination. We are also something more, new, causing closer to the business, involved improvements. " more with the business. So information managers are in these parts of the AIM they need to target and organize within these areas (strategy, policy, alignment, coordination) also outward/external component. "

I6 strategy, alignment, business partner, trend Shift towards innovation : "I think Directing/Coordination role: "The watcher, policy maker: that an information manager will coordination/directing role is become a driver for technology, for becoming more important. Because sure. Then we are talking about this you can see the more links/chains side; matching technological there are in the supply chain, the possibilities with business goals; that harder it becomes to keep is a task of information management. everybody in the same direction/let And there the "I" could be for everybody do the same things or innovation instead of information. " look after the interests. You need to do more to make that happen. "

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I7 Directors role "When you look at Innovation becoming more Wish to be in top left of AIM: "That is a technology, that role will disappear in the important: "I think that innovation wish, where I also think that at the moment future. You will get something instead of and developments will get a lager decisions are made within a board of it because when you outsource something, role within IM, because the directors, the information manager should you need to make sure that you make developments are going much faster. get a role within that board. " clear/proper arrangements with the What we thought was impossible involved parties. Therefore you need to five years ago is available nowadays. keep doing the directing/coordination. Certain developments appear, and as You do not do the technology yourself a result of these developments there anymore, but you are the client and you is a certain increase in speed. So need to make arrangements and see that developments will also see an the arrangements are fulfilled/met. So it is increased succession rate. " not going to disappear completely, but it is moving."

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I8 Shift from right to left, bottom to Shift towards state of the art "The Stay away from technology and operations Top left + business partner "I am top"The AIM shows information way you are thinking about it, asking "As an information manager I try to in the top left together with the management in a correct manner, but I do questions, draw/present models, deliberately stay away from the technology business partner. I am not in the think that the field of information matches the way I think the current column. There you need to have other parts of the model anymore, management is transitioning/moving from state of the art information technological knowledge, and I think an you are moving away from the other right to left and from bottom to top. That management is changing/developing information manager should not be there sides of the model as an information is a good thing. But we will never only be towards or a state of the art that has because then you are not an information manager. That is also necessary the top left square (information partner in been reached in some places. For me manager. […] The moment I cross that because I feel that we, from an strategy), because that way we lose the it shows/describes the ideal situation technology line as an information manager I information management link to the organization of the at the moment." am doing the wrong things. I think that as an perspective should focus more on information/communication side. That information manager you should be able to the business needs, and be a true may never happen." trust technological experts in the right partner there." column, and I should not be there. […] I also do not go to the bottom row/operations row; I am in the top left four squares. I need to understand the operations and technology sides, I need to have good co-operation there with the people that are located there, we need to share the same philosophy/vision in the AIM. "

I9 Top left "I only look towards the top and left. Manager IT-facilities manager I think is too much supply-driven and I am not doing that. Not everybody will perform / focus on information management in the same way. But the user ambassador, I think is too operational. "

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I10 Top left "I have the feeling that the Shift towards top left "I see these information manager would be in the top left developments. Let me put it this four. Because he/she is especially on the way; I cannot disagree with what strategic side, working together with the you are saying (a shift towards the business, what the needs are, what the future top left, strategy/business). changes are going to be. Then the Although I do not think that the information manager will look more into the information manager is still in the operational aspect, but what is the point of technology side of the model. In our having an information manager in the company, when we talk about an technology side of the model? There you information manager, it is really need an IT manager. And a CIO is related to inside the information column, the entire AIM, so also fulfills that role for a especially towards the business smaller part. " side. He is part of the strategy side."

I11 Center "Real information managers are Architecture role "Maybe on the more in the center. I think it is moving architecture role. What I see as a towards the business and not technology or trend, even though there is not a operations. When you are talking about the clear definition of what an link, business IT alignment, then the information architect is. You also information manager can play a very see a shift towards important role. He needs to be a strategic directing/coordination role." person, someone with vision and also has a link to the technology."

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I12 Technology being outsourced "At Strategic side "Primarily the strategic side, Coordination/directing role more the moment it is often the case that the way we are dealing with our information important"The technology is outsourced in a lot of systems on a strategic level, what is the coordination/directing role of the companies. Which means the nine added value for my organization is essential. information manager, or the square model has become a six These roles; information partner in strategy, information management role in the square model. There you see that policy maker, trend watcher are of essential direction of coordination is structure is present within most value and when you have arranged them becoming more important. I only organizations, which is hard to correctly, it will come on its own. " see that emerge in very few change. And then we have returned theories. […] The boundaries are to the four square model of becoming narrower. I have talked Venkatraman (in this case with the with a lot of people from the field of focus on strategy, policy, alignment, information management and when coordination) and in practice that you asked them for their position in works better than the AIM." the AIM a lot of people said they were on intersections, not on a square but somewhere in between. […] That you might get new lines causing a ‘web’ to appear. "

I13 Alignment square I think you can reduce it CIO moving to front or to this square; alignment, that is the back"When you look at CIO’s you information manager. see a trend, a division between CIO’s going to the back, infrastructure, data centers and CIO’ s going to the front that are more closely related to the business and what the added value of IT can be. […] When you are in the back you want to keep everything stable, and the same. While at the front you understand that there are new things. "

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I14 Spider in web, center/top half slightly to Towards top left "Yes it is a trend the left For me there are two things; being moving towards the top left, with an the spider in the web, thinking in teams, emphasis on coordination, policy, virtual roles. […] And I see the information strategy, and alignment. For me it is manager here, center/top half and then the ideal situation you are slightly moved towards the left. describing, because in the end you are able to get a lot more added value for your organization in the top left than in other parts of the model. It is not always like this and that also has to do with the acceptance and perception of information management. "

I15 More about the people "It is much more Most information managers are in bottom More about interaction "In the about how people use information, and a right, should be in top left "When we think past it was mostly about couple of aspects are related to that. One is in models, I would say that most information automation, so trying to understand that the IT needs to be managed correctly. managers are in the bottom right square, but your processes was important. Then They need to make sure the systems are should be in the top left square. Because I it was important to get a good view working correctly and they get good new will never decide the strategy, but I can be of your process and connecting a systems. Secondly you need to arrange it, close to the strategy. The structure depends system to it. Nowadays it is much especially related to the information on practical things, but I try to have more about interaction. " processes. Third you need to be able to influence there. I try to shape my opinion give advice about if people want to use and shape a vision of the way it adds value. information in a good manner, making The top left squares are the essential good use of what is available then certain components of information management. " behavior is expected."

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I16 Move towards strategic level "I think that at least within this organization we are moving to a strategic level and less the on operations/technology level. I absolutely think so."

I17 Shift towards top left "I get what you are Looking at the market "What I Especially strategy is important "That is Top left "The top left is becoming saying (technology and operations moving notice that is becoming increasingly the power of the information manager. That more important. The cross is more away from IM causing a shift towards the important, is not thinking what you he/she can unite both sides en find a solution related to the process side of the top left and making the lines more want and what kind of IT-systems for the things that cannot be connected/are field. It has to be working correctly, important). I totally agree. But that also is there are, which options that were incompatible/are conflicting. I think that but it is a base/starting point. After related to the way you interpret the and which requirements you have. especially the top row is important. Structure that it becomes interesting, then you squares and how far you go. When taking But looking at what is out there in is useful but that is a tool / a means and not a start adding value. The same goes the square of technology for example, I the market, what is coming, what is goal. It is especially the strategic line that for infrastructure. It is fun and am not taking about being in there, but being developed, in what way can can help you to build bridges and that you interesting but it does not add value, translating and using it in the correct my organization connect to those need to connected to each other. " which is where it starts. […] I think manner. I agree with that, that is how I see developments. One organization is that we traditionally have had the it. […] Sometimes I am not aware that you better at doing that than the other. focus on making sure the process do it in a certain manner, that is indeed the […] What I notice is getting more was in working order, and making it case. Looking at the model that should be important and much more useful to function in a correct manner. made more clear." focus on what can IT do for me, how Nowadays it is used a starting point can I make use of it in a smart way, to move on from there. " instead of designing everything, searching, building (or letting other build it), you don’t have the time, it becomes too expensive, it has a shorter lifespan and so on."

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Towards a new perspective on the Reinier van der Plank, MSc thesis, 2014 dynamic/change nature of IM/the CIO.

Appendix D: Interview transcripts (confidential) In the publicly available edition/version of the paper, the transcripts are not made available/are not included. This relates to the fact that the interviewees participated in an anonymous manner resulting in a confidential relationship between the interviewee and the researcher. This results in the fact that it is not a possibility to share the transcripts within the freely available/accessible paper. However, the main results of the interviewees (without connecting them to a certain participant or transcript) are extensively discussed within this paper.

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