Today, a wide range of web-based applications for the delivery of integration, sales automation, networking groups, and selling all of the shares to cars it is clear that information technology has evolved beyond the role of a simple infrastructure to support the business strategy. As more and more industries today is the business strategy. Unfortunately, many managers are ill-equipped to manage effectively in the information age. The problem is not with IT expertise than with a range of behaviors and attitudes that cause such leaders shy away from their IT functions. By their actions, many managers send negative signals about its role in other leaders in the organization, which is then repeated behavior. Companies with such leaders often do not reap the business benefits of information technology. The authors describe the seven types of leaders and their behavior and attitudes, and explain why all but one is clearly not suitable for the leading companies in the information age. Only "believes CEO" stands ready to play a constructive role in his or her use of company IT. Believers understand that this is a strategic advantage and can demonstrate such beliefs in their daily activities. Believers are involved in IT decision-making and are active in addressing the IT challenges and opportunities. They seek advice from various sources, the study of the IT strategies of competitors, and set an example for other managers in their companies to follow. Using examples, the authors explain how religious leaders play an important role in their company's IT strategy as they manufacture IT-savvy organizational culture, and how these actions for the benefit of their business. Authors prescribe different methods for leaders to address their shortcomings and learn the tricks of the faithful. "Hide
by Michael Earl, David F. Feeny Source: MIT Sloan Management Review 15 pages. Publication Date: December 1, 2000. Prod. #: SMR044-PDF-ENG
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