of a well balanced and well thought out Information Systems Strategy. It is essential that this be a calculated product of overall business strategy rather than a product of a perceived fear of falling behind technological development. The technical aspect of the Information Systems field should be balanced by a focus on its organizational and strategic use value.
             The role of Information Systems and the role of the CIO (Central Information Officer) within an organisation are to a large extent, the least generally understood practices in the modern organisation. All of the traditional departments in an organisation; marketing, finance manufacturing sales and engineering etc, have by now established a commonly used and broadly understood vocabulary. The field of Information Systems, by contrast, is only 40 years old, having started with the advent of the IBM360 in 1964. (Field and Stoddard, 2004) This has translated into a generation gap in many organisations today, which often leads to a situation in which senior management is intimidated by the complex and rapidly developing field of information systems so that they simply, "hand the kid a fat allowance," and turn a blind eye. (Field and Stoddard, 2004) This approach can lead to a solely technical Information Systems department that feels separate and independent from the organisation and is motivated to excite change with each exciting new technological development, without properly considering the social and financial implications that these decisions will have on the organisation. Given the fact that Information System decisions will inevitably affect the organisation throughout, and given the nature of globalised world business with its heavy reliance on technology, this kind of organisational approach is has become inexcusable. "There is no longer any reason why non technical executives should allow themselves to be befuddled by IT discussions or bedazzled by th...