台灣企業內資訊長職涯規劃之研究

Abstract

本研究以台灣中、大型企業之資訊長為研究對象，輔以質性訪談的方式，來探討資訊長的職涯規劃議題，並藉此澄清資訊從業人員長久以來普遍陷入的迷思－資訊長等同於職業生涯的結束 (CIO = Career Is Over) 。 從中外文獻探討加上個案訪談的綜合研究結果可以發現：台灣企業的資訊從業人員，因為專業程度高，具有一定的入門門檻；在辛苦工作，奮鬥多年，終於成為資訊部門之最高領導人之後，卻因為資訊部門和資訊長的職位，予人難以溝通的形象以及常年被忽視的功能定位，導致資訊長的職業生涯，往往就此原地踏步，不易見到有所突破，晉升至執行長的案例。 值此新科技風起雲湧，資訊科技之商業價值不斷被放大檢視之際，資訊長現在及未來的職涯規劃應如何擬定？本研究歸納出以下四點結論與七項建議。 四點研究結論： 1. 資訊長表面上職銜雖是資訊長，實則大多僅執行資訊部經理的職責 2. 資訊長常因己身之行為模式與慣性制約，鮮少升任執行長 3. 企業長久以來的慣性思維與成見，使資訊長鮮少成為執行長的接班人選 4. 資訊長在企業內的地位明顯偏低，資訊科技的策略價值未被彰顯 給資訊長的七項建議： 1. 維護優異的科技可信度，與執行長建立信任基礎 2. 展現出色的溝通與領導能力 3. 商業知識與人脈經營同等重要 4. 爭取職務輪調的機會 5. 以T型人才自許 6. IT治理將帶給CIO更具前瞻性的角色 7. 要有危機意識，主動尋求變革與創新

Targeting on Taiwan’s mid and large size companies’ CIOs, this research is trying to confer the feasibility of CIO career path development, and thus clarify the ambiguity among the IT professionals: CIO means Career Is Over. The slogan is that any IT leader being promoted to the top technology job reaches a glassing ceiling. After the extensive research and investigation, it is found that a few negaive comments and images toward CIO and his or her IT organizations, such as a poor communicator, lack of business knowledge and sense, always engrossed in technologies and ignored the business fit, etc. While the CIO might be delivering IT values, he will never be accepted as part of the top management or a chief executive. Hence, Career Is Over. In an age where modern business is justifying emerging technology, here comes the opportunities for CIO to get rid of the status as a second-class executive. Four conclusions together with seven recommendations were achieved in this research. Conclusions: 1. Most of the CIO performs the job as IT Director, not CIO 2. CIO is hardly promoted to CEO because of IT stereotype and self isolation 3. CIO is seldom selected in the list of CEO successor in the enterprise 4. CIO has relatively low status among the C-level and IT strategic values are not recognized

Recommendations to CIO: 1. Maintaining technical credibility is the base to gain trust with the executive 2. Leadership and communication skills is the key to further success 3. It is essential to create business sense as well as human networks 4. Pursuing the chance for job rotation 5. Self educating to become a T-shaped talent 6. IT governance policy will enhance CIO’s influencial power 7. Initiate change and innovation proactively with the sense of urgency