CIO Authors

ian cox's portrait

Ian Cox

ian cox's portrait

Ian Cox is a Research Director with Gartner's CIO research team. Prior to joining Gartner, he worked as an independent advisor to boards and executives across a range of industries covering subjects including strategy, digital transformation, and the role of the CIO and IT. Ian is a former member of the CIO 100 and is the author of two books, Digital Uncovered and Disrupt IT.

Ian Cox's Latest Articles

  • Don't be the break-fix CIO

    How does the CIO overcome the perception as the person responsible for fixing things that stop working?

  • Saluting the CIO 100

    Columnist Ian Cox explains elements of the judging process, and praises CIOs who are playing a leading role in shaping their organisations, by driving technology-enabled change that makes a real difference

  • The CIO's dream CEO

    Chief executive at DirectTV Michael White is a CEO who clearly understands the value and importance of technology, and hence the CIO role, to his business

  • Carrying the can at the BBC

    The details of yet another failed public sector IT project prompt a more general question about the CIO role and the level of accountability it should carry for failed technology programmes

  • New Year, new CIO role?

    Five things organisations that want a different type of CIO have said they are looking for

  • CIOs get the CEOs they deserve

    If you act and sound like a techie then you will be treated like one - CIOs must also sound and act like a business leader

  • The future's bright for CIOs at the summit

    This should be a golden age for CIOs; who else is better placed to play a leading role in helping to navigate through the digital maze than the organisation’s technology leader?

  • CIOs: CMOs do not want your job

    The desire for collaboration between marketing and IT is still there but the window is closing - and the CMO has the tools to take matters into their own hands

  • Meet the CIO: star of the C-suite?

    How did the CIO role go from being heralded as a key part of the executive team to one that has its importance, remit and even its very existence regularly questioned?