The IDC blog (podcast also available) has an interview with the CIO of P&G, some excerpts from the same:

How does your boss know you're doing a good job? What are P&G's KPIs for measuring your and your organization's success?

I believe in winston churchill's philosophy of keeping things simple and brief. So I present just three charts at P&G's management meetings. One is financial, focused on cost management, much of which is tied to our large outsourcing contracts. Another chart focuses on productivity - headcounts versus spending levels. And last, but of growing importance, is a chart that describes IT's "value added" to the business. These three charts tell a simple but clear story of how IT is performing in P&G.

Some have argued that IT should drive business innovation. Should the CIO be the "Chief Innovation Officer"?

No. Business leaders should have the responsibility for business innovation. But the CIO should certainly be an integral part of the innovation process.

This view is different from the EDS white paper on the future role of the CIO in a post earlier,and SAP of course suggest two different roles Chief Information Officer & Chief Process Officer.

Suppose this needs some more thought.

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Prashanth Rai