【正文】 nk it is a major problem. (Hereafter, we refer to fulltime CIOs, concurrent CIOs, and de facto CIOs as “the CIO.”) Hours invested as CIO 100％ 80～ 100％ 50～ 80％ 30～ 50％ 0～ 30％ Grading ４ ３ ２ １ ０ Position of CIO Executive managing director or higher Managing director Director reporting to president Director not reporting to president No CIO Grading ４ ３ ２ １ ０ MITI 25 Does the authority of the CIO extend beyond approval authority at the head office IT department? Does the CIO have clearly defined authority over IT and does this authority function in practice? ? Example: Approval authority over panywide IT budget, authority to evaluate IT systems of individual user departments, authority over personnel decisions and evaluations of IT officers in user departments. Does the CIO have sufficient mastery of the following skills? ? Business sense: Possessed of deep insights into the potential for optimizing IT operations based on rich business and planning experience. ? Communication skills: Able to explain in an understandable way IT and the potential for optimizing IT operations to someone who knows almost nothing about IT. ? Technical understanding: Able to read and understand publications like Nikkei Computer and Nikkei Communication. Is the CIO always (or when necessary) asked to attend major strategy formulation meetings of user departments? Does he attend voluntarily? ? Not just formal attendance but real contributions are expected. Is the CIO individually involved in IT projects of strategy importance or those in the top 10% of investment amounts (project base)? Does he directly control progress and investment? ? He leaves everything to subordinates, or only receive formal reports. 10. Authority of CIO 11. Skills of CIO 12. Relationship of CIO to user divisions 13. Involvement of CIO in operations 4: I am extremely confident that it has been achieved. 3: I think it has been achieved. 2: I can’t say one way or the other. 1: I don’t think it has been achieved. 0: It has not been achieved, and I think it is a major problem. MITI 26 Have the role of the head office IT department and its relationship with user departments been clearly defined in terms of the need for and urgency of ITdriven business reform and the ability to utilize IT in the pany? Have anizations been designed accordingly and do they operate accordingly? Examples of roles: ? Centralized type: The majority of IT functions are centralized in the head office IT department, with overall optimization the goal. ? Decentralized type: IT functions are spread out among user departments with each seeking its own merits and the head office IT department providing the minimum necessary coordination. ? Profit center type: The head office IT department provides the addedvalue services required by user departments for a price. When it makes decisions on IT strategy, is top management provided by the head office IT department with a number of strategic options that could be taken? Does the head office IT department provide parisons and explanations of the managerial significance, merits, and demerits of each? ? Proposals are returned because there is not enough information to arrive at a decision, or alternative proposals are requested. Does the head office IT department prioritize IT investment projects within a panywide framework based on the quantified investment value of the project. (When projects are difficult to quantify, does the head office IT department assign priorities after clearly noting the points on which it would like to defer to a decision by the top management?) ? Departmental ego undermines panywide optimization. 14. Organizational design of head office IT department 15. Voicing of opinions on IT strategy to top management 16. Priority among pany investments II. Performance of Staff Functions 3) Support for top management, support for panywide optimization 4: I am extremely confident that it has been achieved. 3: I think it has been achieved. 2: I can’t say one way or the other. 1: I don’t think it has been achieved. 0: It has not been achieved, and I think it is a major problem. MITI 27 Is there a clear definition of the number and skills of the IT personnel the pany requires in terms of the position of IT within pany strategy and the price/quality petitiveness of vendors? Are sufficient investments made in the education and training that would achieve these requirements? ? The pany lacks an IT staffing plan, or it has failed to achieve its plan, or have IT personnel has turned into “nonperforming assets.” Is training and encouragement provided so that IT can be sufficiently used at all levels of the pany? ? Examples: The individual IT skills of the CEO, CIO, directors, and employees have been measured and recorded, with education and training provided according to individual needs, and strong encouragement given for IT utilization. 17. Management of skills of pany IT personnel (outsourcing strategy) 18. Literacy management Is there a clear understanding of the economic value of a uniform, standardized systems architecture for the entire pany, and has the head office IT department taken the leadership necessary to fully optimize systems to panywide requirements? ? Example: Given the changes in IT strategy and technological advances that are likely, architecture is constantly studied from the perspective of two years in the future. ? Example: There has been a definition of those areas that should be standardized throughout the pany and those that can be left to individual user departments, and this is managed in an appropriat