Question 22

A situation in which a company’s CIO is responsible for the outcomes of technology implementations but does not have the power to change business processes.

The accountability vs. ownership paradox refers to the scenario where a Chief Information Officer (CIO) is tasked with ensuring successful technology outcomes yet lacks the authority to influence the necessary business processes to achieve those outcomes.

A) The ability to use a uniquely enterprise view to create business process change

This option describes a capability related to business process improvement rather than the paradox itself. It does not address the tension between accountability and the lack of ownership, making it an incorrect choice.

B) A situation in which a company’s CIO is responsible for the outcomes of technology implementations but does not have the power to change business processes

This statement precisely captures the essence of the accountability vs. ownership paradox. It highlights the disconnect between being held accountable for results while lacking the authority to enact change, which is the core of the paradox.

C) A situation in which the CEO is concerned they may be overlooking a digital disrupter that competitors have successfully discovered

While this option discusses a concern at the CEO level regarding competition and digital disruption, it does not relate to the accountability vs. ownership paradox. It focuses on strategic awareness rather than the specific dynamics of responsibility and authority.

D) An evaluation of where a business is headed, what it wants to achieve, and how it will support its objectives

This option pertains to strategic planning and business direction. It does not address the specific relationship between accountability and ownership, thus making it irrelevant to the question at hand.

Conclusion

Option B effectively defines the accountability vs. ownership paradox, illustrating the conflict faced by a CIO who must deliver results without the necessary authority to implement change. The other options fail to capture this specific relationship, focusing instead on broader concepts of enterprise capability, strategic concerns, or evaluations that do not align with the paradox's definition.