scholarly journals Infra-estrutura de Tecnologia de Informação – Análise da Visão e Conjunto de Serviços - Estudo Piloto

2005 ◽  
Author(s):  
Rafael Mello Oliveira ◽  
Antônio C. G. Maçada ◽  
Adolfo A. Vanti
Keyword(s):  
Chief Executive Officer ◽  
Rio Grande ◽  
Chief Executive ◽  
Chief Information Officer

A decisão de quanto investir e qual tipo de infra-estrutura determinada empresa necessita é uma escolha estratégica decisiva para as empresas. Este artigo trata da utilização do modelo proposto por Weill & Broadbent na determinação da visão e conjunto de serviços de infra-estrutura de TI em um terminal de containers, e analisa a viabilidade da utilização deste modelo em uma pesquisa quantitativa. O estudo é um teste piloto com os administradores, CIO (Chief Information Officer) e CEO (Chief Executive Officer) da Tecon Rio Grande S.A. e o produto da pesquisa é a apresentação da verificação da efetividade do modelo nas proposições apresentadas.

The Chief Executive Officer and the Chief Information Officer: The Strategic Partnership

1991 ◽  
Vol 6 (3-4) ◽  
pp. 128-139 ◽  
Author(s):  
Yash P. Gupta
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Strategic Partnership ◽  
The Future ◽  
The Common ◽  
Relationship Of ◽  
The Relationship

Information technology (IT) has become a strategic resource for many firms today. Coordination of this resource requires strong leadership and cooperation within the firm. The relationship of the Chief Executive Officer (CEO) and the Chief Information Officer (CIO) is crucial for the effective, successful utilization of IT for competitive advantage. This paper first explores the CIO position, giving reasons for its development, tracing its evolution, and pinpointing certain responsibilities associated with the position. The paper then highlights the CIO's concerns and identifies the future implications for the CIO. The second portion of the paper takes the CEO's perspective towards IT and the CIO's position. Special attention is directed towards describing the CEO's perspective on the CIO's qualifications, addressing the problem of overblown CEO expectations for the CIO position, and discussing ‘old-line’ CEOs’ attitudes towards IT and the CIO position. Also addressed is the exploration of the common CEO perception of the CIO as an ‘empire builder’ and an analysis of the CEO's perspective on the future need for a CIO position. Finally the paper focuses on developing this ‘strategic partnership’ between the CIO and the CEO. Suggestions are provided for the CIO and the CEO to help achieve this ideal partnership. Although these suggestions are not all conclusive, they are critical to the ‘partnership’.

The Chief Executive Officer

2011 ◽  
pp. 1-37
Author(s):  
Petter Gottschalk
Keyword(s):  
Chief Executive Officer ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Senior Executives ◽  
Level 3 ◽  
Level 1 ◽  
Ceo Successions ◽  
Level 2

The chief executive officer (CEO) is the only executive at level 1 in the hierarchy of an organization (Carpenter & Wade, 2002). All other executives in the organization are at lower levels. At level 2, we find the most senior executives. Level 3 includes the next tier of executives. In our perspective of promoting the chief information officer (CIO) to be the next CEO, we first have to understand the role of the CEO. Therefore, the first chapter of this book is dedicated to the topic of CEO successions (Zhang & Rajagopalan, 2004).

GraceKennedy Group: The new Chief Information Officer and IT Governance

2019 ◽  
Vol 9 (2) ◽  
pp. 44-57
Author(s):  
Paul Golding ◽  
Lisa Facey-Shaw
Keyword(s):  
Chief Executive Officer ◽  
Financial Services ◽  
Audit Committee ◽  
Stock Exchange ◽  
It Governance ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Governance Structure ◽  
It Services ◽  
Technology Platforms

Grace Kennedy Group was the fourth largest Jamaican company listed on the Jamaican Stock Exchange by market capitalization in 2016. The company operated in several market segments focusing mainly on foods and financial services industries. Geographically, GraceKennedy Group had a diversified revenue stream operating across the Caribbean, Central and North America, Europe and Africa. Diversification had led to a diverse set of Information Technology platforms to serve the needs of the various subsidiaries of GraceKennedy Group. With the emergence of new technological trends like big data, social and cloud computing, the Group’s Audit Committee in 2014 conducted a risk profile around the company’s IT governance structure. The Committee recommended a change in the decentralized model of IT governance and the hiring of a Chief Information Officer to inter alia, strategically using IT to create value and to coordinate system security. The Chief Information Officer position was externally advertised; however, after several interviews, the Chief Executive Officer decided to offer the position to Robert Sutherland the then general manager of one of its subsidiaries. Sutherland was a former chairman of the Business Technology (BizTech) Council which was established in 2006 to oversee the delivery of IT services within the group and to provide guidance to the business leadership on enterprise-wide related matters such as the strategic use of IT. The case focuses on the issues faced by a newly promoted Chief Information Officer, in an environment in which the Chief Executive Officer has articulated the need for a new, transformative, strategic and value creating vision for IT.

The CIO Enabling IT Governance

2011 ◽  
pp. 213-234
Author(s):  
Petter Gottschalk
Keyword(s):  
Chief Executive Officer ◽  
It Governance ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Senior Executives ◽  
Level 3 ◽  
Level 1 ◽  
Ceo Successions ◽  
Level 2

The chief executive officer (CEO) is the only executive at level 1 in the hierarchy of an organization (Carpenter & Wade, 2002). All other executives in the organization are at lower levels. At level 2, we find the most senior executives. Level 3 includes the next tier of executives. In our perspective of promoting the chief information officer (CIO) to be the next CEO, we first have to understand the role of the CEO. Therefore, the first chapter of this book is dedicated to the topic of CEO successions (Zhang & Rajagopalan, 2004).

Peregrine—Twenty Years of Fraudulent Cash Balances

2013 ◽  
Vol 29 (2) ◽  
pp. 337-348
Author(s):  
Randal J. Elder ◽  
Diane J. Janvrin ◽  
Paul Caster
Keyword(s):  
Information System ◽  
Chief Executive Officer ◽  
Accounting Information ◽  
Chief Executive ◽  
Cash Balance ◽  
Accounting Information System

ABSTRACT In July 2012, Peregrine Financial Group filed for bankruptcy following the discovery that $215 million in customer balances had been embezzled. Investigation revealed that its Chief Executive Officer, Russell Wasendorf, Sr., fooled auditors and regulators for 20 years by preparing fictitious bank statements and cash balance confirmations to hide the theft of cash. The fraud was uncovered when Peregrine's regulator, the National Futures Association (NFA), demanded that Peregrine participate in an electronic confirmation process for verification of customer accounts. This case discusses how the fraud was allowed to go undetected for 20 years, the importance of auditing cash, and how new electronic confirmation technology improves the ability to authenticate confirmation responses. The case is suitable for use in both auditing and accounting information system courses.

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