IBM interviewed over 175 CIOs to see how theyre bringing together business and IT to drive growth and financial success. We found that organizations with high levels of integration have experienced a 9% return on investment, and a 6% return on assets. Want to learn what else they are doing? Read our Global CIO Leadership Survey.

Master Data Aggregation. It's just a fancy way of saying you're data is delivered in a single view. But how do you know it's the right view? With Master Data Management from IBM, you can manage your constantly changing information and leverage it to achieve the right view. Want to learn more? Download this whitepaper.

Are you a Flex-pon-sive company? Do you simply respond to change? Or drive it? Today, success depends on a businesses ability to seize opportunities. With a Service Oriented Architecture, not only can you improve flexibility but you can increase revenue. Uncover how to drive innovation and growth in your business by downloading this white paper.

The disconnect between business and IT leaders is nothing new. But in a highly competitive environment, where innovation is the key to success, this lack of integration can cause companies to stagnate, lose money, and miss valuable opportunities. CIOs need to take the lead in correcting this problem. This executive guide outlines the solutions and initiatives IT leaders need to implement to help bridge the gap. This executive guide offers the solutions and insights CIOs need to take the lead in building a more innovative, more successful company.

The need for IT optimization is nothing new. But as CIOs are increasingly called upon to drive business strategy, they need to take a new look at their IT optimization goals. They still need to boost efficiency and cut costs but those efforts must be balanced with the organizations need for innovative, powerful computing services. The money saved through IT optimization needs to be reinvested into new projects, designed to deliver the resources organizations need to realize their strategic goals. This executive summary has the insights and the solutions CIOs need to streamline and strengthen their IT to meet the needs of their businesses.

IBMs Global CEO Study 2006 has uncovered some important opportunities for CIOs. The survey of 765 business leaders, from twenty different industries and eleven geographic regions worldwide shows that CIOs have the power to drive innovation and help CEOs achieve the top-line growth they are looking for. CEOs are expanding the innovation horizon and there are important implications for CIOs. This report presents an in-depth guide to these results and provides the insights and solutions IT leaders need to take to become key players driving the future of their businesses.

More than ever before, CIOs are taking on new responsibilities for driving business growth and fostering innovation. Collaboration is one of the key drivers of innovation and so it's critical that IT leaders deliver this capability to their organizations. Since IT works with every area of the organization, CIOs are in a unique position: beyond providing the right technology, they can help ensure that collaboration initiatives are aligned with top-level business objectives. This executive summary gives CIOs the insights and solutions they need to support business innovation.

As businesses search for new sources of growth, CIOs are taking on greater responsibilities than ever before. No longer simply the chief IT manager, today's CIO has the opportunity to become the third point in the leadership triangle, working alongside the CEO and the CFO to drive key business strategies and spark new waves of growth. This executive guide provides insights and solutions to help CIOs tackle their most important challenges from controlling costs to speeding ROI to realigning the IT function itself to fit smoothly with the strategic needs of the business.

Facing rising competition and increasing pressure to contain costs, today's CEOs are demanding much more from their IT departments. According to IBM's Global CEO Study 2006, they are looking to their CIOs for insights and solutions to help drive innovation and reinvent outdated business models. This is more than just a challenge its an opportunity for IT executives to become business-strategy leaders. This paper outlines the important solutions that CIOs can implement to break through organizational roadblocks and deliver true business model innovation.

With business growth back on the agenda, the role of the CIO is changing. No longer simply the chief IT manager, today’s CIO is a key strategic partner, charged with increasing productivity, sparking innovation and making growth a reality. This article talks about the key challenges these executives face—from keeping budgets under control to speeding ROI to realigning the IT function itself to fit smoothly with the strategic needs of the business.

CEOs are demanding more innovation, across more areas of the business, than ever before. What can CIOs do to deliver? In this white paper, IBM examines the results of its 2006 Global CEO Study-a survey of 765 top business leaders-and looks at the implications for CIOs. It draws three main conclusions:

Deep business model innovation is critical.

Collaboration beyond company walls is indispensable.

The integration of business and technology expertise is what truly unleashes a company's creative potential.
Download this paper-and learn how CIOs can become innovation leaders.

Article: Welcome to the era of board activism. The board really is interested in what you are doing, and they are going to ask. So it pays to be prepared.

Article: High credibility is what gets people off your back and on your side. It helps you go faster and avoid the many time wasters that come in the form of uneducated questions about what you are doing and why it costs so much.

Article: Get out of the reactionary rut by using budgets to control IT’s relationship with the rest of the business.

Article: There's no doubt that executives with a technical orientation—those logical, analytical left brain folks—bring many positive attributes to the table, but they can also pose a unique challenge for a CIO.

Article: IT’s contribution to any organization is measured in business results, not technology benchmarks.

Article: Both BPM and SOA require you to map out business processes and figure out how they should interact with each other, with other applications, and with data sources. Yet many organizations have created an artificial separation by thinking of services as just IT functions and business processes as just business workflow functions.

Article: Which topics would you cover if you had had five hours with the non-technology senior management team – five hours to communicate what technology is all about – five hours to deliver a "program" of issues and opportunities – five hours to get them thinking the "right" way about business technology.

Article: By looking at pay charts from Salary.com, tech professionals can see how their salaries compare with a bell curve of national averages.