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

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