Finally, we argue for the use of a new language that can involve all stakeholders in these activities to make them enthusiastic participants.
To be successful, the CIO should further maintain equilibrium between inspiring and innovating the organization and informing and architecturing it. We define the function and role of the CIO as the orchestrator of the information-related activities of the organization. This scheme is essentially generative and synthetic. To overcome these restrictions, we adopt an alternative interpretive scheme based on our twenty years of experience with collaboration with information managers. We criticize this vision as a product of the dominant interpretive scheme and show how the logic of this scheme restricts the worldview of CIO's and researchers. Abstract The dominant interpretation of the function and role of the CIO is technology-related with business-ICT alignment as a core concept.