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CIO A Comparative Study on the Progress of Core Competencies of Chief Information Officers: The Case of Japan and USA Development of Core Competencies Priority Model IWASAKI NAOKO CIO 2007 7

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... 164... 235... 238 iii

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CEO Chief Executive Officer CFO Chief Financial Officer CIO Chief Information Officer CKO Chief Knowledge Officer CSO Chief Security Officer CTO Chief Technology Officer BSC Balanced scorecard BNC Broadband Network Convergence COSO COSO Control Framework CRM Customer Relationship Management DP Data Processing DSL Digital Subscriber Lines EA Enterprise Architecture ERP Enterprise Resource Planning Federal CIO Council CIO GSA U.S. General Services Administration ITIL Information Technology Infrastructure Library) IS Information System ISPs Internet Service Providers J-SOX NECTEC National Electronics and Computer Technology Center OMB Office of Management and Budget ROI Return on Investment SIS Strategic Information System SOX Sarbanes Oxley act / vi

1.1. 2007 IT 3 BNC Broadband Network Convergence WEF 2006 7 IBM e-readiness rankings 1 2006 21 50 2006 2 12 3 IT 5 4 6 2 3 IT 1990 IT IT 1.7 5 IT IT IT IT CIO Chief Information Officer CIO 6 CEO Chief Executive Officer IS Information System CIO 7 CIO CIO 1

IT IT CIO CIO IT CIO Core Competence CIO IT CIO CIO IT CIO CIO CIO IT CIO CIO CIO CIO CIO CIO CIO CIO 2001 9.11 CIO CIO IT Innovation CIO CIO 1997 1999 2004 2006 3 1996 4 4 IT Clinger Cohen Act Information Technology Management Reform Act IT 8 CIO 12 553 2006 CIO CIO 6 2007 4 CIO 100 CIO CIO 2

CIO CIO IT 9 IT 35 CIO 2005 IT 2001 e-japan IT 2003 7 e-japan IT IT 10 2006 1 IT 2010 IT IT IT IT IT IT IT IT Web2.0 IT IT IT IT IT IT IT IT IT IT IT IT IT IT CIO CIO 2006 CIO CIO PMO 2010 CIO CIO 3

2008 IT IT CIO IT IT CIO CIO CIO CIO IT CIO CIO SOX CIO IT CIO IT CIO CIO 1.2. CIO CIO 1980 CIO 7 CIO CIO CIO CIO CIO CIO CIO 11 W.R 1981 CIO CIO CIO CIO CIO 4

SIS Strategic Information System CIO CIO 12 2000 CIO IT corporate executives IT 13 2006 14 1994 CIO CIO 15 2001 CIO 1980 1990 CIO CIO business innovation IT 2 IT Reality-checking Promoting credibility 16 2006 CIO CIO 17 2006 5 CIO 2 IT Strategic IT tactical CIO 18 CIO CTO 2006 CIO 19 2006 CIO IT 5

2006 CIO ITAA Information Technology Association of America CIO 2004 IT 2005 IT 2006 IT CIO 3 1 3 CIO Table 1 What is the most effective initiatives for CIOs over 3 years 2004 2005 2006 1 IT 2 IT 3 4 IT 5 ITAA Information Technology Association of America CIO 2006 CIO 2003 10 20 CIO CIO CIO CFO CIO CIO 6

IT CIO CIO IT 21 CIO CIO 1999 CIO 22 1999 IT IT CIO 2006 CIO CIO IT 23 CIO CIO 24 2006 IT IT 25 CIO CIO 2007 CIO 2006 CIO CIO CIO CIO CIO CIO IQ 26 2006 CIO CIO CIO 1.3. CIO IT SOX CIO 7

CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO IT CIO CIO CIO 1. IT 2. IT 3. 4. 5. CIO CIO CIO CIO CIO CIO 1.4. CIO IT 1980 IT IT EA CIO CIO CIO 8

CIO CIO CIO CIO CIO IT IT CIO CIO CIO CIO CIO CIO CIO IT CIO CIO CIO CIO 1.5. CIO CIO CIO ICT CIO CIO CIO 9

CIO CIO CIO CIO ICT CIO CIO 2 CIO IT CIO IT IT CIO CIO IT CIO CIO CIO CIO 1.6. 8 1 CIO CIO CIO CIO 2 CIO CIO CIO CIO CIO CIO CIO 10

5 CIO 3 CIO CIO 1996 IT CIO 1999 2004 2006 3 CIO 4 CIO CIO CIO CIO CIO CIO 5 CIO CIO CIO CIO SOX CIO 6 CIO CIO CIO 7 CIO CIO CIO 7 CIO 5 6 CIO ASEAN CIO ASEAN CIO 8 5 7 CIO 11

CIO 1.7. CIO 2 CIO 3 2 CIO CIO CIO IT CIO 1996 3 CIO CIO CIO 3 1 The 2006 e-readiness rankings A white paper from the Economist Intelligence Unit Written in co-operation with The IBM Institute for Business Value http://graphics.eiu.com/files/ad_pdfs/2006ereadiness_ranking_wp.pdf 2 50 2006 2007 1 3 2006 11 22 http://www.computerworld.jp/topics/br/53151.html 4 CIO CIO CIO 2007 1 24 5 IT 2007 2 6CIO 2 7Shu-Fen Tseng and Yao-Kuo Chiang Role and Responsibility of CIO in Taiwanese Corporation Taiwan Chapter of International Academy of CIO Graduate School of Social Informatics Yuan Ze University April 25 2007 8http://www.whitehouse.gov/omb/memoranda/m96-20.html 9 IT 2007 10 2005 2006 3 11 T J M S 1995 12 6 p.12-13 12 2000 12 8 1 p.183-184 Synnott W.R. 1987 p.21 13Detlev H. Smaltz V. Sambamurthy and Ritu Agarwal (2006) The Antecedents of CIO Role Effectiveness in Organizations: An Empirical Study in the Healthcare Sector 12

IEEE Transactions on Engineering Management Vol. 53 No. 2 May 2006 14 Charlotte Stephens Thomas Loughman (1994) Case Study The CIO s chief concern: Communication ELSEVIER Information & Management 27 129-137 15Scott A. Bernard 2001 Dissertation submitted to the Faculty of the Virginia Polytechnic Institute and State University Evaluating CLINGER-COHEN ACT Compliance in Federal Agency Chief Information Officer Positions http://proquest.umi.com/pqdlink?did=728474251&fmt=2&clientid=48378&rqt=309&v Name=PQD 16Stephanie Watts and John C. Henderson 2006 Innovative IT climate: CIO perspectives 17 Oct 2005 Journal of Strategic Information Systems 15 2006 125-151 www.elsevier.com/locate/jsis 36 CIO IT 2 IT Reality-checking Promoting credibility 17 CIO Magazine 2006 10 http://www.ciojp.com/contents/?id=00003497;t=11 18 CIO Magazine CIO 2006 5 http://www.ciojp.com/contents/?id=00003116;t=0 19 CIO Magazine CIO 2006 5 CIO MIT http://www.ciojp.com/contents/?id=00003116;t=0 20 ITU 2003 10 28 29 21 CIO IT 2005 7 p.214-215 22Peter Gottschalk 1999 Department of Technology Management Norwegian School of Management Strategic management of IS/IT functions: the role of the CIO in Norwegian organizations International Journal of Information Management 19 389-399 23 CIO CIO 5 ( ) 2006 8 28 http://www.gartner.co.jp/press/pr20060828-01.pdf 24Detlev H. Smaltz V. Sambamurthy and Ritu Agarwal (2006) The Antecedents of CIO Role Effectiveness in Organizations: An Empirical Study in the Healthcare Sector IEEE Transactions on Engineering Management Vol. 53 No. 2 May 2006 25 CIO Magazine CIO CIO CIO http://www.ciojp.com/contents/?id=00003115;t=0 2006 5 26 2006 CIO IT ROI e- CIO 2006 6 29 13

CIO 2.1. CIO CIO 1980 1 CIO 1981 CIO W.R.Synott Information Resource Management CIO 2 CIO 3 CIO IT IT 1990 IT CIO CIO CEO IT 2000 CIO CIO 5 CIO NPO CIO CIO IT IT IT CIO CIO CIO CIO J-SOX CIO IT IT 14

IT 4 CIO CIO CIO CIO CIO CIO innovator CIO CIO 1 CEO CIO CIO IT CTO CKO CRO CFO IT BNC IT CSO 1 CIO Fig. 1 The expanding roles and functions of CIOs 2005 9 15

CEO CTO Chief Technology Officer CKO Chief Knowledge Officer IPR CRO Chief Risk Officer CFO Chief Financial Officer CSO Chief Security Officer IT 2.2. CIO CIO IT IT CIO 3 1980 90 CIO 1990 CIO 2000 CIO 1980 90 LAN 1990 WWW World Wide Web 1990 ISPs Internet Service Providers DSL Digital Subscriber Lines 5 CIO 1960 70 DP Data Processing DP DP 80 20 6 DP DP CIO CIO CIO DP CIO IT DP 1970 80 16

M 7 1980 8 CIO 9 CIO CIO CIO 10 10 1984 80 11 2 CIO IT 38 16 IT 15 CIO 11 1980 1990 CIO CIO 17

2 CIO Fig. 2 The goals of the birth of the CIOs 2006 1990 CIO DP CIO 1990 IT IT CEO 4 12 IT AOL 13 90 IT ERP IT 14 GE 18

Cisco Systems IT 15 CIO CIO IPR R&D IT 1990 IT ROI 1994 CIO 1996 IT CIO IBM CIO 3 19

CIO CIO IT IT CIO CIO CIO CIO IT CIO IT IT IT CIO 3 CIO Fig. 3 The fundamental rules of CIOs CIO GAO U.S.Government Accountability Office CIO 3 CIO IT IT IT CIO CIO CIO IT CIO CFO CIO 20

CIO CIO CIO 16 2003 CIO CIO CIO IT 90 IT CIO NII CIO 2 IT 14 30 1 17 CIO CIO 18 CIO IT CIO 19 CIO IT CEO 20 IT 2003 2004 IT 21 IT CIO IT CIO IT IT IT 21

BP 2005 3 135 CIO CIO IT 60 56 51 357 CIO 43 41 IT 40 CIO IT 22 CIO CIO 23 CIO 1996 IT CIO 2000 CIO CIO IT IT ERP 24 e-bay CIO CIO CIO 25 2000 CIO CIO CIO CIO CIO 22

CIO CIO 2 CIO CIO 5 7 23

2 CIO Table 2 The history of CIOs 1960 1970 1980 1990 2000 90 90 DP CIO 2004 CIO IT EA 90 DP SIS WWW LAN ERP BB ISPs 1996 IT 2001 e-japan e-japan IT Y2K 2004 2001 9.11 2005 2004 23 1978 POS 1984 1985 AOL GE Cisco Systems 24

CIO CIO 1980 1980 1970 5 1975 3 1978 26 27 CIO 1970 LIS Logistics Information System 1978 MIS Marketing Intelligence System MIS CIO CIO IT 70 1970 1980 3 1970 1980 3 1970 1980 Table 3 The Leading companies which promoted informatization from the end of 1970 to the beginning of 1980 CIO 1970 1970 ORION 1970 SIS 1971 1981 CC 25

70 ORION OA 28 70 SIS 29 1971 30 12 CC 1 2 1 31 IT CIO CIO IT CIO CIO CIO 80 IT IT IT IT Winner takes all 32 2006 CIO CIO 2 Japan as number one Japan as number one 26

2002 33 IT IT 2 IT IT 34 CIO IT CIO 1 IT 90 IT 35 CAT FCC CIO IT CIO CIO 2.3. CIO IT CIO CIO 36 1992 IT 1980 CIO 130 1979 CIO 5 1984 3 37 IT CIO IT CIO 1996 IT CIO CIO CIO CIO 27

CIO CIO CIO CIO 20 1987 11 286 CIO 3.1 27.6 69.2 38 2004 12 420 CIO 20 39 CIO Magazine BP CIO 34.7 IT 32.1 40 IDC CIO Magazine CIO CIO 2004 7.5 2005 9.4 2006 41 9.1 2004 CIO 17 CIO 2 16 72.4 CIO 500 46.6 CIO 500 25.1 42 2005 IT 75 25 43 CIO 2.4. 2 CEO CTO CKO CRO CFO CSO CIO IT 30 CIO IT CIO CIO 80 IT CIO 70 IT 28

CIO CIO 2007 1 p.13-23 CIO 2 2005 p.13 27 2006 3 IT CIO GITS GITI 2004 2005 p.172-196 CIO 3 2006 1 CIO GITS GITI 2005 2006 p.219-225 2006 7 31 2005 CIO IT 2005 7 CIO A new Role for CIO in the Knowledge Society Naoko IWASAKI, Toshio OBI (2005), Knowledge Management, Proceeding of Knowledge Management 2005, 4th International Conference for IT and Higher Education Sept.28-30, 2005, Siam University, Bangkok, Thailand 1 CIO CEO CIO CIO 1993 CIO CEO 1990 IT IT IT e CIO CIO Magazine CIO 2005 5 http://www.ciojp.com/contents/?id=00002215;t=0 2 Wiliam R. Synnott 1988 CIO p.22 29

3 p.21 4 CIO Vol3_no.5_ 2006 6 p.27 5 Straight to the Top p.6 28 p.8 16 6 1988 p.34 7 p.7 8 8 p.10 9 p.25 10 p.25 CIO 11 IT 2006 5 12 IT DIAMOND 2000 10 5 p.218 13 p.218 14 PHP P.133 15G. C K p.54 16 CIO IT p.221 17 CIO Magazine 2001 11 http://www.ciojp.com/contents/?id=00001404;t=24 18 CIO IT p.67 19 p.85 90 20 CIO CIO JR CIO 2005 6 14 1997 10 20 p.152 21 IT p.9 22 CIO IT NEC p.146 23 p.163 24 CIO Magazine IT 2001 11 http://www.ciojp.com/contents/?id=00002158;t=0 25 CIO IT p.151 26 1978 12 18 p.9 27 1983 3 14 p. 9 28 1981 11 30 p.1 29 30 p.259 31 1981 12 9 p.1 6 12 32 2006 2006 11 10 1 p.152 33 IT 2002 9 30 1 1 34 IDC Magazine CIO http://www.ciojp.com/contents/?id=00003371;t=8 30

IT GDP IT IT IT IT IT 35 2005 p.36 36 1992 7 1 1 p.38-29 37 p.92-93 The Wall Street Journal 9.16. 1985 p.47c 38 p.93 2 1988 15 39 CIO IT 2 CIO 57% 50% 57% CIO 40 BP 2007 3 41 CIO Magazine 2006 IT IT IT http://www.ciojp.com/contents/?id=00003508;t=5 2006 12 13 42 BP 2007 3 43 2005 2006 3 P. 28 31

CIO 3.1. IT CIO IT 1996 4 4 CIO CIO CIO 2000 CIO IT IT EA IT 2002 OMB Office of Management and Budget IT FEA IT IT CIO 1 CIO CIO CIO IT OMB 2001 9 25 CIO 32

4 CIO 2 CIO IT IT IT 651 7 IT IT ITIM CIO 28 CIO CIO 54 IT 4 3 4500 2006 1 IT IT Executive Chair Clay Johnson Karen Evans IT IT CIO IT Competency Assessment Survey 1 2003 9 2004 5 2 2004 12 2005 IT 2 CIO IT CIO Clinger-Cohen Core Competencies 2007 6 2007 2009 CIO 2 GOAL IT CIO USDA IT 2 2008 2010 33

3.2. CIO CIO 3 IT 2 1 1999 4 2004 5 2006 CIO 13 CIO 2006 12 29 CIO Federal Chief Information Officers Council CIO International Academy of CIOMOU CIO George Mason University J.P 2006 6 3 12 29 CIO CIO 4 1999 12 56 370 2004 12 75 564 2006 12 83 553 4 CIO Table 4 The historical comparison of the number of CIO core competencies and Learning Objectives 1999 2004 2006 12 12 12 56 75 83 370 564 553 CIO 2004 200 550 4 CIO 12 1 1999 46 2004 54 2006 52 5 34

4 CIO 1999 2004 2006 Fig. 4 The historical trends of the number of Core Competencies for CIOs Measuring Effective Core Competence for Business CIOs in the United States Naoko IWASAKI Toshio OBI Journal I-WAYS Ohmsha / IOS press ISSN 1084-4678 Volume 30 2007 First quarter 2006 121999 2004 49 16 68 2004 2006 16 61 381 4 9 2004 10 2004 11 EA 2004 CIO 10 CIO 47 2004 5. 4. 3. 2. 1. 5. 4. 3. 2. 1. 5. 4. 3. 2. 1. 5 35

n 47 5 CIO Fig. 5 The Quality, quantity, and area of CIO Core Competencies 46 25 70 41 38 CIO 80 12 8 20 1999 e- 2004 IT 36

2006 IT J.P 6 1999 2004 2006 5 2004 1999 2006 2004 == 37

5 CIO Table 5 Clinger-Cohen Core Competencies and Learning Objectives (1999, 2004, 2006) 1999 2004 2006 1. 1. 1. 1-1 ( CIO ) 1-1 ( CIO ) 1-1 ( CIO ) 1-2 IT GPEA 1-2 IT 1-2 IT OMB A11 A-130 PDD63 1-3 1-3 1-3 1-4 COO CIO CFO 1-4 COO CIO CFO 1-4 COO CIO CTO CFO 1-5 1-5 1-5 1-6 1-6 1-6 1-7 1-7 1-7 2. 2. 2. 2-1 IRM CIO IRM 2-1 IRM CIO IRM 2-1 CIO 2-2 IT 2-2 IT 2-2 IT 38

2-3 2-3 2-3 2-4 2-4 2-4 2-5 2-5 2-5 2-6 IT 2-6 2-6 2-7 IT 2-7 2-6 IT 3. 3. 3. 3-1 3-1 SWOT 3-1 SWOT 3-2 3-2 3-2 3-3 3-3 3-3 3-4 3-4 ABC 3-4 ABC= 3-5 BPR 3-5 BPR TQM 3-6 3-6 4. 4. 4. 4-1 IT IT 4-1 IT IT 4-1 IT IT 39

4-1 IRM 4-2 IT 4-2 IT 4-3 IT 4-3 IT 4-4 4-4 4-5 4-5 IT IT 5. 5. IT 5-1 IT IT 5-1 IT IT 5-2 5-2 5-3 IT 5-3 IT 5-4 5-4 4-2 IT 4-3 IT 4-4 COOP 4-5 IT 5. IT 5-1 IT IT 5-2 5-3 IT 5-4 5-5 5-5 5-5 5-6 5-6 5-6 5-7 IT 5-7 IT 5-7 IT 6. 6. 6. 40

6-1 6-1 6-1 6-2 6-2 6-2 6-3 6-3 6-3 6-4 6-4 6-4 6-5 6-5 6-5 6-6 CIO 6-6 CIO 6-6 CIO 6-7 6-7 6-8 6-8 7. 7. 7. 7-1 7-1 7-1 7-2 7-2 7-2 7-3 7-4 IT IT 7-5 7-3 7-4 IT IT 7-5 7-3 IT IT IT 7-5 7-6 41

7-6 7-6 7-6 7-7 7-7 7-7 7-7 7-8 7-8 7-8 7-9 7-9 7-9 7-5 8. 8. 8. 8-1 8-1 8-1 IT 8-1 8-2 8-2 8-2 8-3 8-3 8-3 8-2 8-4 IT 8-4 IT 8-4 8-3 IT 8-5 IT 8-5 IT 8-5 8-4 IT 2006 8-5 9. 9. 9-1 e- e- e- 9-1 e- e- e- 42

9-2 9-3 9-2 9-3 9-4 9-4 9-5 9-5 9-6 9-6 CRM CRM 9-7 9-7 10. 10. 10 2004 2006 10-1 10-1 CIO 10-2 10-2 10-4 10-2 10-3 10-4 43

11 EA 2004 10-5 10-6 10-7 10-8 10-9 11. EA 11. EA 11-1 EA 11-1 EA 11-2 EA 11-2 EA EA EA 11-3 EA 11-3 EA 11-4 IT EA 11-4 IT EA 11-5 EA 11-5 EA 11-6 11-6 11-5 11-7 EA 11-7 11-6 EA 9 12. 12. 9-1 9-1 12-1 12-8 9.2 12-1 12-1 44

9-3 12-2 12-2 9.4 12-2 9.4 9-5 9-5 12-3 9.6 9.6 12-3 9.7 9.7 12-4 12-4 WEB XML= SOA 12-5 12 12-5 2006 12-6 2006 12-7 SCADA 1 2 == 1999 2004 2006 URL http://www.cio.gov/documents/2006clingercohencclearningobj.pdf CIO 83 BP 2007 5 p.88-91 45

1999 CIO IT WEB IT IT 1999 CIO 2004 CIO 2006 2004 SOA SOX CIO 2004 2006 IT 3.3. CIO CIO CIO 1996 IT 2002 CIO CIO CIO CIO CIO CIO 90 46

BSC balanced scorecard ROI return on investment 7 CIO CIO SIG Shared Internet Group NGO 8 3.4. CIO CIO IT CIO CIO CIO CIO CIO CIO 6 NDU IRMC USDA 9 CIO CIO Federal CIO Council GSA U.S. General Services Administration OMB Office of Management and Budget CIO CIO 2 CIO CIO 70 500 2004 1 DC GWU GMU CIO GMU 40 47

14 AOL IBM KPMG Oracle Verizon CIO CIO CIO GMU 2004 6 22 DC GSA CIO IT 20 2004 150 CIO intangible Benefit GSA C. UMUC FEMA Federal Emergency Management Agency CIO 2006 6 the U.S. Department of Commerce DOC CIO CIO win-win-game CIO CIO 3.5. CIO 2004 3 CIO 48

CIO CIO 10 CIO 13 CIO 6 1.6 1.7 589 370 1999 564 2004 553 2006 49

6 CIO Table 6 The comparative table of CIO Core Competencies between Japan and US CIO 50

How To 1.0 1.7 1.0 1.7 CIO CIO CIO CIO CIO IT 2005 CIO IT 2006 1 IT IT IT IT IT IT IT 2006 7 26 2006 IT IT IT IT IT IT IT IT IT IT 51

IT 2006 2006 8 31 CIO PMO CIO 2006 PMO CIO 4 PMO IT 2 3 10 20 7 IT 8 4 15 7 4 15 IT 8 CIO CTO 3 CIO CTO IT IT CIO CIO 3.6. 3 CIO 2 CIO CIO CIO CIO CIO 52

CIO 1999 2004 3 2 2004 2006 CIO 6 8 2004 12 2004 CIO 10 11 EA 1999 EA CIO CIO 2007 9 CIO IT CIO web IT WEB CIO CIO CEO 1 2 46 10 11 2006 IT CIO CEO CIO CIO 2004 CIO CEO CIO CEO CIO 53

CIO CIO IT CIO CIO CIO CIO 2007 1 p.13-23 CIO Development of e-government and CIO toward Ubiquitous Society in Japan in Comparison with USA Naoko IWASAKI Toshio OBI Journal of Comparative Studies in e-government Policy 2006 Annual Conference of Taiwan Academy for Information Society p.1 19 Measuring Effective Core Competence for Business CIOs in the United States Naoko IWASAKI Toshio OBI Journal I-WAYS Ohmsha / IOS press ISSN 1084-4678 Volume 30 2007 First quarter CIO 83 2007 5 No 181 p.88-91 1 CIO ADP CIO ISSN1346-1540 (p.52-55 IT IT ADP IT ISSN 1346-1540 p.4-7 1 vol.1 2Federal CIO Council WEB http://www.cio.gov/ 3 Learning Objectives 4http://www.cio.gov/archive/clinger_cohen_core_compet_sept_2000.html 5http://www.cio.gov/document/CIO_Council_letter.june03.doc 6 CIO J.P. 54

2007 4 23 7 NTT http://e-public.nttdata.co.jp/f/repo/179_t0310/t0310.asp 12 5 8 9 CIO URL http://www.cio.gov/index.cfm?function=cio_university 10 CIO 2004 3 http://www.meti.go.jp/policy/it_policy/ea/data/report/r5/ 11Gregory S. Smith 2006 Straight to the Top Becoming a world class CIO John Wiley and Sons Inc. 55

4.1. 7 Table 7 Flowchart CC CC CC CC CC CIO 1999/2004/2006 CC CC 1 CIO 2 CC CIO 4.2. CIO CIO CIO CIO CIO IT CIO CIO IT 56

CIO CIO CIO CIO CIO ROI CIO CIO IT CIO CIO CIO 1980 80 90 2000 1 2 CIO CIO IT CIO CIO IT CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO 500 CIO CIO CIO CIO IT IT IT CIO 57

CIO CIO CIO 100 CIO CIO CIO CIO 3 2 CIO CIO CIO IT CIO 4.3. CIO CIO CIO CIO CIO CIO CIO ICT CIO CIO CIO 2 CIO IT CIO CIO 58

CIO CIO 4.4. CIO CIO 1999 2004 2006 CIO IT 2004 12 75 1 20 CIO 10 13 105 CIO 13 75 IT CIO CIO CIO CIO CIO CIO CIO 59

8 1 IT CIO 2006 3 18 80 2004 12 75 3 1 20 CIO 10 13 105 IT PDCA IT SOX IT CIO CIO 14 2 CIO 1 CIO 2006 5 25 29 1 CIO 5 3 CIO 1 2 2006 9 25 CIO CIO CIO CIO CIO IT CIO SOX CIO CIO CIO SOX CIO CIO SOX SOX 60

CIO 13 SOX 13 IDG CIO Online CIO SOX CIO SOX 2004 5 4 CIO CIO 2006 6 2 180 CIO CIO CIO 61 119 CIO CIO 5 CIO 2007 5 23 25 9 CIO CIO 1 CIO 6 CIO CIO 2003 CIO CIO CIO CIO CIO 2003 10 26 28 e- 2006 6 26 29 1 CIO 2004 2 16 2 CIO 2004 7 13 3 CIO 2005 6 14 CIO 2006 1 19 CIO 2007 3 23 79 12 59 8 CIO CIO CIO 6 7 CIO CIO 61

JR NTT 23 IT CIO 6 2 IDG CIO Magazine BP CIO CIO Magazine CIO CIO 2001 CIO Magazine CIO CTO IT CIO CIO CIO BP CIO CIO 8 BP 1 2 CIO CIO 2 CIO CIO J.P. CIO 3 62

4.5. CIO CIO CIO IT CEO CTO CIO CIO CIO CIO CIO ASEAN ASEAN CIO 4.6. CIO CIO CIO CIO CIO CIO CIO CIO CIO IT CIO CIO IT CIO IT 63

IT SOX CIO CIO CIO SOX CIO CIO 2006 9 CIO CIO 2007 4 28 APEC CIO 3 5 1 IT CIO 2007 P.37 2 CIO CIO GITS GITI 2005 2006 p.219-225 2006 7 31 CIO CIO 3 15 http://www.meti.go.jp/policy/it_policy/ea/data/report/r5/ 2003 64

CIO 5.1. CIO CIO 2006 3 18 CIO George Mason University CIO Information Systems and Operations Management 80 1 IT 80 100 6 Fig. 6 The examinee s position 40 13 CEO CTO SE CIO 65

7 Fig. 7 A line of category of business 18 15 9 5 5% 4 3 1 8 IT Fig. 8 The Authorization to decide IT investment IT 52 45 CIO IT 66

9 Fig. 9 Number of Payrolls 40,000 22 2 10 CIO Fig. 10 Report line of CIOs CIO 14 CEO COO 6 CFO CTO CISO CIO 67

11 Fig. 11 The size of enterprise 50 18 1,000 4,999 14 5,000 9,999 10 100 499 9 12 IT Fig. 12 The Amount of IT investment IT 58% 21 15% IT 68

CIO CIO 13 105 4 4 5 2006 2006 3 2006 06 12 2 2004 13 2006 3 CIO 13 3.37 3.06 3.03 3.37 2.75 0.62 13 Fig. 13 The top priorities of CIO core competencies IT 2006 IT 8 69

8 13 Table 8 The top priorities of CIO Core competencies 1 3.372 2 3.064 3 3.031 4 3.029 5 3.026 6 2.990 7 2.973 8 2.905 9 2.863 10 EA 2.853 11 2.821 11 2.821 13 2.754 4 CIO 18 15 9 5 9 2004 2006 CIO 5.2. CIO 75 20 10 105 9 70

105 4 80 2006 4 4 1 CIO IT IT 2 CIO IT IT 3 CIO IT IT 4 CIO IT IT 4 4 4 8 6 CIO 17 CIO 8 4 8 4 71

9 CIO Table 9 The Priority of the Learning Objectives for CIOs in US 1 IT 3.59 0.81 2 3.50 0.98 3 ( ) 3.45 1.02 3 3.45 0.98 3 3.45 0.81 6 3.41 0.99 6 IT 3.41 0.82 8 3.39 0.97 9 3.38 0.92 CIO CIO 10 EA 3.36 0.93 11 IT EA 3.35 0.92 12 3.34 0.97 12 CIO 3.34 0.94 12 e- e- e- 3.34 0.93 15 3.33 1.04 15 IT 3.33 1.02 17 3.31 0.96 17 IT IT 3.31 0.89 17 3.31 0.84 20 EA 3.30 0.92 20 IT 3.30 0.86 22 3.28 0.93 23 3.26 0.98 24 IT 3.25 0.95 24 EA 3.25 0.89 26 COO( ) CIO CFO( 3.24 1.07 ) 26 EA 3.24 0.97 72

26 IT 3.24 0.93 29 3.23 1.04 29 3.23 0.97 31 3.21 0.96 31 3.21 0.9 33 EA 3.20 0.95 33 3.20 0.88 35 3.19 1.01 35 3.19 0.98 35 IT 3.19 0.94 38 IT 3.18 1.04 38 3.18 0.88 40 3.16 0.88 41 3.15 1.01 41 3.15 0.94 43 3.14 1.00 43 3.14 0.98 43 3.14 0.96 46 ( 3.11 0.95 ) 47 (IT 3.10 1.18 GPRA= 47 3.10 1.11 47 3.10 1.05 47 3.10 0.99 51 3.09 0.97 51 BPR 3.09 0.9 53 3.06 0.93 53 3.06 0.9 55 IT 3.05 0.93 56 3.04 1.05 56 3.04 1.04 56 3.04 1.02 56 3.04 0.97 60 ( ) 3.03 1.02 73

61 3.01 1.0 62 3.00 1.18 63 2.99 1.0 64 2.98 1.11 64 2.98 0.94 66 2.94 1.08 66 2.94 0.92 68 2.93 1.1 68 2.93 1.04 68 2.93 0.96 71 2.91 0.97 72 2.90 0.92 72 IT 2.90 0.91 74 2.88 1.1 74 2.88 0.99 76 2.84 0.95 77 IT 2.83 1.18 77 2.83 0.98 79 IT 2.80 1.52 79 2.80 1.11 81 2.75 1.06 81 2.75 1.06 83 2.74 0.92 84 2.70 0.99 85 2.69 1.07 86 2.68 1.08 87 2.66 1.05 87 2.66 0.98 87 2.66 0.9 90 2.65 1.07 90 2.65 1.06 92 2.64 1.41 92 2.64 1.03 74

92 2.64 0.9 95 ( ) 2.63 0.99 96 2.55 0.94 97 SOX 2.53 1.58 98 2.49 1.38 99 2.41 1.04 100 2.30 1.68 101 IT PDCA 2.28 1.41 102 IT 2.16 1.33 103 2.13 1.60 104 2.09 1.35 105 1.56 1.81 2004 CIO 75 20 CIO 10 105 105 CIO 10 3 105 2 3.5 6 3.41 8 3.39 2004 42 2007 52 2005 4 15 EA IT OMB Memoranda 8 30 IT OMB CIO IT 1 CIO CIO 1999 9. 9.4 2004 10. 75

SOX Y2K 2000 2001 2005 Business Continuity Plan BCP CIO CIO CIO CIO CIO CIO 2 9.11 8 3 CIO CIO CIO CIO 3 4 CIO CIO CIO CIO CIO 14 76

14 CIO Fig. 14 The importance of Technology skill for CIOs 2 CIO CIO CIO IT IT CIO J.P 23 CIO MOT IT 3.59 0.81 1.56 1.81 2.03 CIO CIO CIO CIO 77

CIO CIO 5.3. 5.1. 5.2. 1 4 10 10 CIO Table 10 The functionality of CIO core competencies and learning Objectives based on the questionnaires CC CC 1 CC 4 11 20 78

11 Table 11 The Learning objective which has response variance 80 2.80 1.11 81 2.75 1.06 82 2.75 1.06 83 2.74 0.92 84 2.7 0.99 88 2.66 0.98 86 2.68 1.08 90 2.65 1.07 92 2.64 1.41 93 2.64 1.03 94 2.64 0.9 95 2.63 0.99 96 2.55 0.94 97 SOX 2.53 1.58 98 2.49 1.38 100 2.3 1.68 101 IT PDCA 2.28 1.41 102 IT 2.16 1.33 103 2.13 1.6 104 2.09 1.35 105 1.56 1.81 2 3 105 79

15 1 Fig. 15 Ineffective Learning Objective 1 15 2.30 1.68 16 2 Fig. 16 Ineffective Learning Objective 2 80

16 2 2. 1.56 1.81 15,16,17 1 17 3 Fig. 17 Ineffective Learning Objective 3 7 17 7.0 IT PDCA IT CIO CIO CIO 81

CIO 20 IT 5.4. CIO CIO CIO 2 CIO 18 CIO 1 CTO 31% 2 CEO 24% 3 CKO 16% CRO 9% CAO CSO CEO CIO CEO CIO CIO CEO 1995 CIO IT CIO CEO 82

18 Fig. 18 The other positions which CIOs can work CIO CIO CKO 5 CIO CKO CKO CTO CIO IT 2006 CIO CIO CTO CIO CIO MOT CIO MOT IT 83

CIO CIO CEO CIO 5 5 12 0.7124 0.6083 0.8441 0.78 1.2644 AIC 675.6425 12 Table 12 Relation between the positions and Learning Objectives 5 5 0.2894 0.0668 0.2850 0.0378 0.2340 IT 0.0276 EA 0.2274 0.0263 0.2255 0.0225 1 CIO 5 0.02 X 0.2894 X 12 5 5 5.5. CIO CIO CIO 3 CIO 84

CIO 38 81 19 CIO CIO 19 CIO 6 Fig. 19 Universality of the role of U.S. CIO CIO CIO CIO CIO CIO CIO CIO 7 IT IT 13 85

13 Table 13 Correlation with Intergovernmental Personnel exchange IT X2 34.179 53.444 35.552 39.12 46.334 33.373 14.841 12 52 8 20 32 40 12 P 0.4185 0.0006 0.0000 0.0064 0.049 0.761 0.25 1 1 1 5 1 p p 2 2006 p 1 5 IT CIO IT CIO CIO CIO CIO CIO 20 3 CIO CIO e- 85 CIO 86

20 CIO e- 7 Fig.20 Does integration of CIOs in public and private sectors contribute to the improvement of e-governance? e- CIO CIO 87

5.6. SOX CIO SOX J.P SOX CIO 8 3 CIO CIO SOX 71 21 CIO SOX Fig. 21 The influence of SOX Act on CIOs SOX SOX IT SOX CIO CIO SOX CIO COSO IDG CIO Online Web CIO SOX CIO SOX CIO 14 CIO 13 SOX CIO 88

14 SOX CIO Table 14 Roles of CIO that are necessary to SOX Act CIO SOX CIO SOX 404 SOX IT CEO CFO CEO SOX IT IT SOX IT ECM IT 89

CIO SOX CIO IT IT IT IT IT 3 LAN 11 TRM Total Risk Management RCM Risk Control Matrix 90

CIO SOX CIO ERM Enterprise Risk Management ERM IT IT IDG CIO SOX CIO IDG Web SOX CIO IT SOX CIO SOX COSO CIO COSO AICPA 1985 The National Commission on Fraudulent Financial Reporting 9 1987 COSO the Committee of Sponsoring Organization of the Treadway Commission COSO IT CIO 91

COSO IT COSO CIO COSO CIO COSO CIO COSO CIO 15 15 COSO CIO Table 15 Exchangeability between COSO Framework and CIO Core Competencies COSO PDCA CIO 1 2 3 4 5 6 7 8 9 10 11 12 13 1 1. 13. 1. 2.3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 50 2006 COSO CIO COSO CIO COSO CIO CIO COSO CIO IT 92

PDCA CIO PDCA 1 PDCA PDCA CIO COSO CIO SOX CIO SOX CIO IT CIO SOX SOX CEO CFO CIO CFO SOX CIO CFO IT CIO IT COSO IT COBIT Control Objectives for Information and related Technology IT ITIL IT Infrastructure Library SOX SOX IT CIO SOX 5.7. 5 CIO CIO CIO CIO CIO CEO CIO CIO IT IT 93

CIO CEO CTO 2 SOX CIO CIO SOX CIO e- CIO CIO 2007 1 p.13-23 CIO 2007 2 23 Development of e-government and CIO toward Ubiquitous Society in Japan in Comparison with USA Naoko IWASAKI Toshio OBI Journal of Comparative Studies in e-government Policy 2006 Annual Conference of Taiwan Academy for Information Society p.1 19 Oct 15 2006 New Trends of Core Competences for CIOs in the Private Sector in US and Japan based on the surveys on CIO Core Competences for ICT value-added -Additionally Its effect on Japanese Business- Naoko IWASAKI Toshio OBI International Academy of CIO US Chapter George Mason University USA Sep 26 2006 Measuring Effective Core Competence for Business CIOs in the United States Naoko IWASAKI Toshio OBI Journal I-WAYS Ohmsha / IOS press ISSN 1084-4678 Volume 30 2007 First quarter IT CIO GITS GITI 2004 2005 p 172-196 2 2005 p.13 27 2006 3 CIO A new Role for CIO in the Knowledge Society Naoko IWASAKI, Toshio OBI, Waseda University, Knowledge Management, Proceeding of Knowledge Management 2005, 4 th International Conference for IT and Higher Education Sept.28-30, 2005, Siam University, Bangkok, Thailand CIO 3 2006 1 94

1 CIO Magazine IT workforce Update Fiscal year 2007 IT Budget Rollout Feb 9 2006 2 CIO Magazine http://www.ciojp.com/contents/?id=00001002;t=0 3 CIO Magazine IT http://www.ciojp.com/contents/?id-00000729;t=0 4 CIO Magazine http://www.ciojp.com/contents/?id=00001151;t=0 5 2004 3 10 8 P. 91 6 CIO 38 9 47 38 9 47 81 19 100 7 CIO 18 2 1 21 18 2 1 21 85% 10% 5% 100% 8 CIO J.P. 2007 4 23 9 2006 p.22 95

CIO 6.1. CIO CIO 5 CIO 16 16 CIO Table 16 Questionnaire on the Priority of CIO core competencies in Japan 4 8 1 3.42 6.84 2 3.38 6.75 3 3.23 6.47 4 3.23 6.47 5 3.18 6.37 6 3.17 6.34 7 3.14 6.27 8 3.13 6.25 9 3.12 6.23 10 EA 2.90 5.80 11 2.88 5.77 12 2.85 5.70 13 2.64 5.27 1 3.42 2 3.38 3.23 CIO CIO 105 4 17 96

17 CIO Table 17 The Priority of the Learning Objectives for CIOs (4 ) (8 ) 1 1-11 3.81 7.63 2 1-4 COO CIO CFO 3.75 7.50 3 1-6 3.63 7.25 3 2-4 3.63 7.25 5 4-3 IT 3.56 7.13 5 4-4 3.56 7.13 5 7-4 IT IT 3.56 7.13 8 1-1 ( CIO ) 3.5 7.00 8 4-1 IT IT 3.5 7.00 8 4-6 IT 3.5 7.00 8 6-6 CIO 3.5 7.00 8 10-1 3.5 7.00 8 10-3 3.5 7.00 8 10-4 3.5 7.00 15 2-7 IT 3.44 6.88 15 2-8 3.44 6.88 15 4-5 IT 3.44 6.88 15 6-3 3.44 6.88 15 6-5 3.44 6.88 15 6-7 3.44 6.88 15 7-3 3.44 6.88 15 7-5 3.44 6.88 15 11-8 3.44 6.88 15 13-1 3.44 6.88 25 2-2 IT 3.38 6.75 97

(4 ) (8 ) 25 3-1 SWOT 3.38 6.75 25 4-2 IT 3.38 6.75 25 6-4 3.38 6.75 25 6-11 3.38 6.75 25 10-8 IT 3.38 6.75 25 13-2 3.38 6.75 32 6-2 3.31 6.63 32 7-1 3.31 6.63 32 7-2 3.31 6.63 32 7-7 3.31 6.63 32 7-12 IT PDCA 3.31 6.63 32 7-13 IT 3.31 6.63 32 10-2 3.31 6.63 32 10-5 3.31 6.63 32 10-6 3.31 6.63 41 1-2 IT 3.25 6.50 41 3-5 BPR 3.25 6.50 41 4-8 3.25 6.50 41 5-1 IT IT 3.25 6.50 41 5-3 IT 3.25 6.50 41 5-4 3.25 6.50 41 9-3 3.25 6.50 48 2-5 3.19 6.38 48 4-7 3.19 6.38 48 5-2 3.19 6.38 48 7-10 3.19 6.38 98

48 10-7 SOX (4 ) (8 ) 3.19 6.38 53 1-7 3.13 6.25 53 3-2 3.13 6.25 53 6-1 3.13 6.25 53 9-1 e- e- e- 3.13 6.25 53 9-7 3.13 6.25 53 12-4 3.13 6.25 59 1-10 3.06 6.13 59 2-6 3.06 6.13 59 3-6 3.06 6.13 59 5-5 3.06 6.13 59 5-7 IT 3.06 6.13 59 7-8 3.06 6.13 59 11-6 3.06 6.13 59 13-3 3.06 6.13 67 1-3 3.00 6.00 67 2-3 3.00 6.00 67 3-3 3.00 6.00 67 3-4 3.00 6.00 67 5-8 3.00 6.00 67 6-9 3.00 6.00 67 7-6 3.00 6.00 67 11-1 EA 3.00 6.00 75 7-11 2.94 5.88 75 11-2 EA 2.94 5.88 75 12-2 2.94 5.88 78 5-6 2.88 5.75 99

(4 ) (8 ) 78 12-1 2.88 5.75 80 1-5 2.81 5.63 80 1-12 2.81 5.63 80 6-10 2.81 5.63 80 9-2 2.81 5.63 80 9-4 2.81 5.63 80 9-6 2.81 5.63 80 12-5 2.81 5.63 80 13-4 2.81 5.63 88 2-1 CIO 2.75 5.50 88 6-8 2.75 5.50 88 8-3 2.75 5.50 88 11-7 2.75 5.50 92 7-9 2.69 5.38 92 7-14 2.69 5.38 92 8-2 2.69 5.38 92 11-3 EA 2.69 5.38 92 11-4 IT EA 2.69 5.38 97 8-1 2.63 5.25 97 8-4 IT 2.63 5.25 97 8-5 IT 2.63 5.25 97 11-5 EA 2.63 5.25 101 1-8 2.56 5.13 102 8-6 2.5 5.00 102 12-3 2.5 5.00 104 9-5 2.25 4.50 105 1-9 2.19 4.38 5 CIO 2007 100

CIO 1-11 1 4 3.81 8 7.63 1-4 COO CIO CFO 3.75 7.5 2 2-4 3.63 7.25 3 2.25 5.0 1-6 3.63 7.25 3 4-4 3.56 7.13 5 1-9 2.19 4.38 79 105 CIO CIO 6.2. CIO CIO CIO CIO CIO CIO 3 CIO CIO CIO 8 3 CIO CIO CIO 5 CIO 2003 CIO 2003 10 26 28 e- 2006 6 26 29 CIO 2004 2 16 7 13 2005 6 14 2006 1 19 CIO 2007 3 101

23 CIO CIO CIO CIO 4 CIO CIO CIO CIO CIO CIO IT CIO CIO CIO 79 CIO 12 CIO 59 8 1 CIO CIO CIO CIO CIO CIO CIO 2 CIO CIO CIO 3 2 CIO CIO 6.2.1. CIO CIO CIO 2003 CIO CIO CIO 1 CIO 102

IT CIO CIO IT IT CIO CIO 2 CIO IT CIO e-japan IT CIO CIO CIO CIO CIO IT CIO CIO CIO IT CIO IT IT CIO 3 1 IT CIO 3 CIO CIO CIO 103

CIO IT IT CIO CIO CIO 4 2003 2007 5 CIO CIO CIO CIO 2006 CIO 5 CIO IT 6 CIO CIO CIO CIO CIO CIO 3 IT 104

IT 7 CIO CIO CIO CIO CIO CIO PMO PMO CIO IT CIO 1980 NTT INS CIO 8 CIO CIO IT CEO CIO CISO 9 CIO CIO 5 CIO e-japan CIO CIO 105

CIO 6.2.1.1 CIO CIO 18 CIO 69.97 IT IT 69.97 57.36 18 CIO Table 18 The roles for Government CIOs CIO 1 69.97 IT 69.97 IT 3 57.36 4 44.75 4 BCP 44.75 4 44.75 4 44.75 4 IT 44.75 4 IT 44.75 4 44.75 4 44.75 4 44.75 106

6.2.2 CIO CIO CIO CIO CIO CIO CIO CIO 1 5 CIO POS POS CIO 1978 1990 IT IT IT IT IT 40 IT IT IT IP IP CIO CIO IT Integration & transparency Innovation & transformation CS 107

2 BCP NEC IT IT CIO e- CIO 1981 2003 1 10 CIO IT BP CIO BCP 100 IT IT 108

BCP IT 3 IT IT CIO IT NEC CIO IT CIO CEO CFO CIO CIO NTT CIO CIO IT IT IT CIO IT IT IT IT CIO CIO CIO IT IT 109

1990 IT CIO IT IT CIO IT CIO IT CIO CIO CEO CIO CIO IT 110

4 CIO ERP CIO IT IT CIO IT CIO RFP CIO IT 5 IT IT CIO IT IT CIO SPS 111

PC 1990 PC IT IT IT IT IT IT CIO BP CIO IT 6 CIO JFE NTT 2 IT IT IT 112

CIO CIO 7 8 CIO IT CIO ROI 113

ASP 9 IT IT PC IT IT CIO CIO ERP IT IT IT IT 6.2.2.1 CIO CIO 19 114

19 CIO Table 19 The roles for Business CIOs CIO 1 94.44 2 BCP 81.77 2 IT IT 81.77 4 69.10 5 IT 65.93 5 65.93 7 59.60 7 59.60 9 56.43 9 IT 56.43 IT 94.44 BCP 81.77 IT IT 69.1 IT IT CIO 6.2.3 CIO CIO CIO CIO 20 CIO 10 CIO CIO 115

20 CIO 10 Table 20 Top 10 Priorities of CIOs in Private and Public sector CIO CIO 1 1 IT 2 BCP IT 3 2 IT IT 4 4 4 BCP 5 IT 4 5 4 7 4 IT 8 4 IT 9 4 9 IT IT 4 4 CIO CIO IT CIO BCP CIO 116

CIO CIO IT CIOCIO BPR CIO IT IT CEO SOX CIO 6.3. CIO CIO CIO 117

CIO WAY IT CIO IT CIO 2005 11 1 6 30 1 2 2401 CB 2 NTT CIO IT CIO 2 6.3.1. CIO 24 365 CIO CIO CIO Chief Investment Officer 118

CIO CIO 2000 ICT CAD IT SOX J-SOX 20 15 IT IT IT IT CIO 1000 1000 3 2 5 5 IT IT 119

200 CIO 120

CIO CIO 6.3.2. CIO CIO 2009 1500 SE CE 121

B2B B2B2C ISMS 24 2 2009 CIO IT IT IT IT IT IT CIO IT IT CIO CIO IT CIO CIO IT 122

CIO CIO CIO 5 CIO CIO CIO CIO 7 IT CIO IT SE CIO 3 6.3.3. CIO CIO 21 123

21 CIO Table 21 Case Study - TOYOTA CIO and Tokyo Stock Exchange CIO CIO 2007 5 1 2007 5 1 CIO CIO NTT B2B B2B2C CIO IT EA BCP SOX 124

2009 CIO IT IT CIO CIO CIO IT IT IT 125

CIO IT CIO 2000 BCP 24 2009 1 CIO 2006 5 2006 9 2007 2 2 CIO 2007 2 3 3 3 2 CIO 21 CIO CIO CIO CIO IT IT CIO 126

CIO CIO CIO CIO CIO CIO IT IT CIO CIO CIO CIO CIO CIO CIO IT CIO CIO CIO CIO CIO 6.4. CIO CIO 3 CIO CIO CIO CIO 127

23 IT CIO 22 Table 22 Condition of full-time CIOs IT 21,036,909 1,372,180 6.5 420,738 3,557,549 649,903 18.3 71,151 9,428,292 518,050 5.5 188,566 19,067,153 350,045 1.8 381,343 14,885,728 202,409 1.4 297,715 2,592,393 157,574 6.1 51,848 8,894,329 154,410 1.7 177,887 7,475,436 123,616 1.7 149,509 1,915,090 97,057 5.1 38,302 3,895,772 87,930 2.3 77,915 1,680,000 54,000 3.2 33,600 1,400,988 18,025 1.3 28,020 971,230 71,140 7.3 19,425 4,791,416 68,545 1.4 95,828 1,394,783 67,377 4.8 27,896 940,818 62,423 6.6 18,816 567,315 52,994 9.3 11,346 9,464,801 37,320 0.4 189,296 NTT 907,281 28,190 3.1 18,146 469,411 6,293 1.3 9,388 161,694 4,469 2.8 3,234 5,650 230 4.1 113 8,605 793 9.2 172 5,022,289 181,955 4.6 100,446 1 CIO CIO 2 IT IT 2 0.02 3 128

22 CIO Fig. 22 Correlation between the enterprise and full-time CIOs CIO CIO IT CIO IT CIO 5000 IT 2 3 IT 100 CIO 6.5. J-SOX CIO SOX J-SOX 4 J-SOX 2005 12 129

5 IT 6 IT IT CIO IT J-SOX IT 2009 7,000 7 IDC J-SOX 2007 8 CIO CIO J-SOX IT CIO CIO IT J-SOX CIO IT CIO CEO CFO J-SOX J-SOX CIO CIO J-SOX IT IT CIO 6.6. 6 CIO CIO CIO 5000 IT 2 3 IT 100 CIO CIO CIO 130

CIO CIO CIO CIO 2007 1 p.13-23 CIO 2007 2 23 Measuring Effective Core Competence for Business CIOs in the United States Naoko IWASAKI Toshio OBI Journal I-WAYS Ohmsha / IOS press ISSN 1084-4678 Volume 30 2007 First quarter CIO CIO [ ] 2 CIO 2007 3 23 J-SOX CIO CIO 2006 10 5 5 CIO ADP CIO ISSN 1346-1540 p.43-45 2006 3 10 1 12 59 ( ) 8 15 92 2 2005 11 18 http://itpro.nikkeibp.co.jp/article/column/20051111/224404/ 3 CIO 3 2 CIO 4 MONTHLY REVIEW SOX 2006 4 5 6 50 2006 P.9 7 3 2005 11 11 8 IDG 2005 7,859 2010 1 2006 4 28 http://www.ciojp.com/contents/?id=00003004;t=0 131

CIO 7.1. CIO CIO 2 3 CIO 5 6 CIO 23 23 Table 23 Comparative study on Core Competencies of CIOs between Japan and USA 1 2 3 4 5 6 7 8 9 10 EA EA 11 12 13 IT 2006 132

13 1 2 8 CIO CIO CIO CTO CFO COO CIO CIO CIO 2 7 3 CIO IT 1999 IT CIO CIO CIO CIO CIO CIO CIO CIO CIO 3 4 7 1999 BPR 133

CIO CEO CIO CIO 4 1 1 2004 2006 3 CIO 2006 IT IT 10 IT IT CIO CIO 5 6 9 1999 IT IT POS CIO 134

6 5 4 1999 1999 2006 CIO CIO IT CIO CIO CIO 7 13 5 IT CIO IT IT 9 6 3 IT 9 5 4 CIO CIO IT IT IT ROI CIO IT IT IT CIO IT 135

IT 3 ROI ROI 1990 IT 94 11 CIO IT 2003 1 CIO ROI IT CFO 8 12 13 1999 2004 2006 IT SCM CRM CIO CIO CIO 11 EA 10 10 9 11 11 1999 2004 2002 OMB IT CIO CIO CIO CIO 136

CIO CIO CIO 3 2007 CIO CIO CIO CIO CIO CIO CIO 32 1 5 CIO CIO CIO CIO 10 3 2 1999 2004 CIO Y2K 9.11 23 BCP 137

SOX CIO J-SOX CIO CIO IT WEB 2006 CIO CIO CIO 2006 2005 CIO CIO CIO IT CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO 11 EA 10 10 1999 EA 2004 CIO EA EA 138

4 BA DA AA TA BA DA AA TA EA AsIs ToBe EA EA CIO EA IT CIO 12 8 12 1999 1999 CIO 2004 2006 CIO CIO 2006 MOT MOT CIO J.P. 1 2004 MOT CIO 2 139

13 9 6 CIO 7.1.1 13 CIO CIO CIO CIO CIO CIO CIO CIO 7.2. CIO CIO 2001 9.11 CIO CIO 100 CIO 30 CIO 3 CIO 20% IT CIO CIO CIO CIO 140

CIO CIO IT CIO 5000 IT 2 3 IT 100 J-SOX CIO CIO CIO CIO CIO 141

7.3. CIO ASEAN CIO t ASEAN ASEAN 3 24 CIO 2007 2 NECTEC National Electronics and Computer Technology Center ASEAN ASEAN CIO CIO Government CIO GCIO APEC CIO 4 CIO 24 ASEAN Table 24 Comparative study on Core Competencies of CIOs among Japan, USA and ASEAN ASEAN 1 2 3 4 5 EA 6 7 8 9 10 EA EA 11 12 IT 2006 24 CIO 1 2 3 ASEAN 142

CIO 3 2 ASEAN 12 SOX IT CIO GITS GITI 2004 2005 p 172-196 2 2005 p.13 27 2006 3 CIO GITS GITI 2005 2006 p.219-225 2006 7 31 CIO CIO 3 CIO 2007 10 New Trends of CIO Core Competencies for Innovation Naoko IWASAKI CIOs in a Decentralized World; Strengthening Capacities for e-leadership Conference Makati City Philippines April 23 2007 Innovative CIO Comparative Study on CIO Core Competencies Among US Japan and ASEAN Naoko IWASAKI e-indonesia Initiatives 2007 Jakarta April 26 2007 4 CIO ADP CIO ISSN 1346-1540 p.44-47 2006 2 10 Evaluating 4 e-gov Workshops in Philippines Indonesia Thailand and Vietnam Naoko IWASAKI ITU Waseda International Workshop Waseda University Nov 23 2004 143

1 p.77 2 CIO J.P. 2007 4 23 3 2004 12 21 2005 1 11 3 124 FAX 496 76 420 4 Establishment of Government CIO Training Model and Network for e-government Development Final Project & Evaluation Report APEC Telecommunications and Information Working Group 144

8.1. CIO CIO CIO CIO CIO CIO CIO CIO 7 CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO 8.2. 8.2. CIO CIO 145

100 CIO CIO 30 CIO CIO CIO 2006 CIO CIO CIO CIO 2005 CIO J-SOX J-SOX J-SOX CIO CIO J-SOX J-SOX IT CIO SOX IT J-SOX CIO IT CIO IT CEO CFO CIO J-SOX CIO CIO CIO 6 146

5000 IT 2 3 IT 100 IT CIO CIO CIO IT CIO 1 IT CIO IT CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO IT CIO CIO CIO 8.3. CIO CIO IT 147

CIO CIO CIO CIO 1996 3 CIO CIO CIO CIO CIO IT CIO IT CIO ROI CIO ROI SCM EA ITIL IT CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO CIO IT CIO 148

8.3.1. CIO CIO 1 CIO 2 CIO CEO CTO CKO IPR CRO CFO CSO IT CIO CIO IT CIO CIO IT CIO IT CIO CTO CSO CFO CIO IT PDCA Plan-Do-Check-Action IT 2 CIO 5 6 CIO CIO 149

EA EA EA CIO 3 CIO 6 CIO CIO IT 4 CIO 7 CIO CIO CIO CIO CIO IT IT CIO IT 150

5 CIO CIO CIO MOT CIO IT CIO MOT CIO CIO CIO MOT CIO CIO 35 8 9 13 1 4 6 7 10 151

25 Table 25 Process to create the most effective core competencies for CIOs 1 3 2 3 4 1 5 6 4 7 8 9 10 2 11 EA 5 EA 12 6 13 1 13 152

8.3.2. 8.3.1 23 Technological innovation with user Orientation EA and Evaluation Methodologies EA Information Strategy and Policy Planning CIO Core Competence CIO Project and Investm ent Management Inform ation Security and IP R Leadership and Organization 23 Fig. 23 Core Competencies Priority Model between Japan and USA APEC CIO 2007 5 2006 9 CIO CIO CIO CIO CIO 2006 6 CIO 2006 9 CIO 2006 10 CIO 2007 4 CIO 2007 4 CIO CIO 6 CIO ASEAN CIO CIO CIO 153

CIO CIO 2007 4 28 APEC CIO CIO 3 CIO Core Subjects 1 CIO CIO 3 CIO CIO CIO 5 CIO 2006 3 12007 4 28 APEC CIO CIO 3 CIO J.P. CIO CIO CIO CIO NECTEC 3 154

5 6 2006 Ekuseru-Toukei 2006 Social Survey Research Information Co., Ltd. 2004 2007 2006 AIC AIC AIC AIC 2ln 2 2 b DW DW n t t = 2 = n ( e e t = 1 e 2 t ) 2 t 1 e t t y k x 1 x 2 x y = β 0 + β1x1 + β 2 x2 + β k xk + u u y β 1 β 2 β k k 155

n β 0 β 1 2 β β 2 k 2 k 2 β 0 β 1 β 2 b 0 b 1 b 2 f ( β 0, β1, β 2 ) = 2 β 0 f ( β 0, β1, β 2 ) = 2 β 1 n { yi ( β 0 + β1x1 i + β 2 x2i } = 0 i= 1 n i= 1 x 1i { y ( β + β x + β x )} = 0 i 0 1 1i 2 2i n f ( β 0, β1, β 2 ) = 2 x2i { yi ( β 0 + β1x1 i + β 2 x2i )} = 0 β 2 i= 1 2 OLS b 1 = Sx y Sx 1 2 1 Sx 2 2 2 Sx2 Sx y Sx Sx 2 ( Sx x 1 2 1 2 ) 2 b 2 2 1 2 1 2 2 Sx2 y Sx = Sx Sx Sx y Sx Sx 1 ( Sx x 1 2 1 2 ) 2 b 0 = y b1 x b 1 2 x 2 x 1 = n n n 1 1 = x x 1i 2 x2i n i= 1 i= 1 n 1x2 x i= 1 Sx 1 y = n n y i i= 1 = ( x1 i x1 )( x2i 2 ) Sx y = ( x1 i x1 )( y Sx n 2 2 1 = ( x1 i x1) i= 1 n 1 i y i= 1 Sx n 2 2 2 = ( x2i x 2 ) i= 1 n ) Sx2 y = ( x2i x 2 )( yi y) R 2 R x ŷ i= 1 156

ˆR 2 Rˆ n 1 = 1 (1 R n k 1 ˆ 2 2 R ) P 0.01 1 2 2 T N a b = f f 2 ij f j= l i= l. j i. l CIO 7 IT IT 1 1 1 2 CIO CIO 23 IT CIO 157

[1] 1992SIS EUC 1992 7 1 1 [2] 2000 IT PHP 2000 5 4 [3] 2005 CIO IT 2005 7 [4] 2005 CIO 1 CIO ADP 2005 11 10 [5] 2006 CIO 3 CIO ADP 2006 1 10 [6] 2006 CIO 4 CIO ADP 2006 2 10 [7] 2006 CIO 5 CIO ADP 2006 3 10 [8] 2006 CIO GITS / GITI Research Bulletin 05-06 06 7 31 [9] 2006 2 2005 2006 3 [10] 2006 50 2006 5 1 [11] 2006 CIO IT ROI e- CIO 2006 6 29 [12] 2006 2006 11 10 1 [13] 2005 2005 5 20 12 [14] 2004 2004 2 20 1 8 [15] 2006 EXCEL 2006 6 20 11 [16] 2007 2007 1 25 1 [17] C K 2001 2001 11 14 17 158

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1 IT 2006 3 18 2004 12 75 1 1 20 CIO 10 13 105 IT PDCA IT SOX IT CIO 1 CIO George Mason University CIO 80 14 The 1 st Survey on CIO - Core Competences for ICT Value-added March 2006 George Mason University, USA Naoko IWASAKI, GITS, Waseda University Please complete with the appropriate information What is your title? CIO Director Manager Other 164

What is your line of business? Aerospace / Defense contractor Manufacturing / Process industries (non computer related) Finance / Banking / Accounting Insurance Real estate / legal Government; federal (including military) Government; state or local Healthcare / Pharmaceuticals / Medical services Hospitality Wholesale / retail trade (non computer related) Transportation; land, sea or air Telecommunications/ Electric/ Gas Publishing / Advertising / Broadcasting / Public Relations Internet service provider Communications carrier Mining / Construction / Petroleum Refining / agriculture Data processing services / Consulting Education Research / Development Business services/ consulting (non- computer related) Manufacturer of computer, communication peripheral equipment / VAR / VAD/ System or network integrator Computer-related retailer / wholesaler/ Distributor Law enforcement Other Do you have decision power on IT investment, budget and evaluation issues? Yes No To whom do you report? CEO COO CFO CIO Other Approximately how many people are employed by your organization? (Please include all plants, divisions, branches, parents, and worldwide subsidiaries) 40,000 or more 165

30,000-39,999 20,000-29,999 10,000-19,999 5,000-9,999 1,000-4,999 500-999 Under 500 Select the dollar amount that best represents the gross sales or revenues for your organization. Include all plants, divisions, parents and worldwide subsidiaries. Greater than $40 billion $30 billion to $40 billion $15 billion to $29.9 billion $10 billion to $14.9 billion $5 billion to $9.9 billion $1 billion to $4.9 billion $500 million to $999 million $100 million to $499 million $50 million to $99 million Less than $50 million Has your budget on IT increased, decreased or stayed the same in the past year? Increased Decreased Stared the same 166

Please evaluate the importance of the following issues according to the given scale. Preferential Core Competence Survey based on Clinger Cohen Act 1.0-Policy and Organizational General Discussion: The CIO has one of the most serious positions in the government and must be able to talk to an extremely wide range of people. They work in a fast-changing environment (technology, legislation, policy, and politics) and there is a "felt pain" about the size and scope of the job. 1.1-Department/Agency missions, organization, functions, policies, procedures 1.2-Governing laws and regulations (e.g. the Clinger-Cohen Act, E-Government Act, GPRA, PRA, GPEA, OMB Circulars A-11 and A-130, PDD 63) 1.3-Federal government decision-making, policy making process and budget formulation and execution process 1.4-Linkages and interrelationships among Agency heads, COO, CIO, and CFO functions 1.5-Intergovernmental programs, policies, and processes 1.6-Privacy and security 1.7-Information management 1.8- Governmental mechanisms and procedures / autonomy 1.9- (Identification of) Shared roles between government and industry 1.10- Budget planning and execution 1.11- Communication skills and Public Relations 1.12- Construction of a wide information network inside and outside the organization 2.0 Leadership/Managerial General Discussion: Management concepts are important but CIOs must move beyond management to leadership. They must be able to understand the dimensions of Clinger-Cohen, and how they play out operationally in their organization. Interpersonal skills are essential for success because of the frequency of change, and the need to communicate vision. 2.1-Defining roles, skill sets, and responsibilities of Senior Officials, CIO staff, and stakeholders 2.2-Methods for building federal IT management and technical staff expertise 2.3-Competency testing - standards, certification, and performance 167

assessment 2.4-Partnership/team-building techniques 2.5-Personnel performance management techniques 2.6-Principles and practices of knowledge management 2.7-Practices which attract and retain qualified IT personnel 2.8 Accountability 3.0: Process/Change Management General Discussion: The paramount role of the CIO is as Chief Visionary of the organization. As such the CIO works in strong partnership with the CEO/COO who is the chief change agent. CIOs need to distinguish between the behavioral and affective dimensions of change management (including essential stakeholder "buy-in") that are more related to leadership and the cognitive dimensions of process management that provide "measuring points" and are a tool for change management. It is important that CIOs be familiar with Organizational Development (OD) concepts and OD's importance as an independent discipline. It is also essential for CIOs to be open to the role of Business Process Improvement as a frame/context for introducing any type of new business-based technology change including E-Government, Smart Cards and other government initiatives. 3.1-Techniques/models of organizational development and change 3.2-Techniques and models of process management and control 3.3-Modeling and simulation tools and methods 3.4-Quality improvement models and methods 3.5-Business process redesign/reengineering models and methods 3.6- Recollection and utilization of Best Practices 4.0: Information Resources Strategy and Planning General Discussion: IT must be a value-adding dimension of the business plan. IRM strategic planning must begin with the business strategic planning process and integrate with the organization's business functions and plans since business planning and IRM planning are parallel and coupled processes. Thus the CIO must be able to ask the right questions and understand the answers. IRM planning should also address cross-governmental and inter-agency planning issues as these are becoming increasingly important in E-Government implementation. The planning process itself must be holistic, flexible (not platform or vendor specific), at a high level and must be in balance with the overall business strategy. IT's strategic plan must be a lesson in integrating since IT should be woven into the very fabric of the way the organization does 168