When making decisions about the IT portfolio, CIOs must balance the need to add new-and-cool stuff with the need to avoid obsolescing components that are no less important for having stopped being new and cool years ago.
History tells us that facilitating the creation of business value is less about managing and even less about leading than most executives think.
Sometimes, even the soundest engineering isn’t sound-enough engineering. So when things go sideways, politics can be a shrewd tool or your undoing.
Consensus: Easy to say, easier to recommend, but very hard to accomplish. Here’s how leaders turn a group into a team.
CEOs have every reason to expect IT leaders to make unrealistic technology expectations happen. Simplifying IT may be the only way to cope.
Best practices aren’t. Best, that is. Wise CIOs practice them anyway — by setting the bar lower and then jumping real high.
What can IT learn from the US penny dilemma? That some ‘low-hanging fruit’ can be poison.
Malfeasance (n): Intentional conduct that is wrongful or unlawful. Here are some common examples of how CIOs can handle it when it arises in their ranks.
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