• Leading by Example

    As the head of the IT organization, the CIO also sets an example for the rest of the group. A CIO isn't a leader because of his or her title but based on the actions that he or she takes. This includes how the CIO handles decision-making, whether they act decisively, listens to and acts on input from managers and staff, and how they communicate the actions that have been taken.

  • Redefining IT Teams in the Modern Enterprise

    The radical pace of transformational change in business is leading to a number of dramatic shifts within the enterprise. Changes in customer expectations, including the digital touchpoints they use to research and purchase products, along with continuing disruption that's occurring across all industries, has forced companies to become more agile and responsive to changing customer behaviors and market requirements.

  • Designing a Game Plan for IT Leadership

    According to the Society for Information Management's 2015 IT Trends Study, the average CIO is 51 years old, male (89%), and has been in his current position for about five years. Although none of this is terribly surprising, what is concerning is that the industry could lose up to one third to half of all current CIOs over the next five to ten years, according to Leon Kappelman, the lead researcher for the report, in a recent interview with InformationWeek.

  • Developing Next-Generation IT Leaders

    As CIOs find themselves locked in a war for talent, they're faced with confronting multiple challenges on several fronts. Among these, as CIOs look to attract, recruit, and develop high-performance individuals and teams, they need to strike a balance between courting accomplished IT professionals who can be offered opportunities to grow with the organization while continuing to develop valued employees and managers for leadership ascension.

  • CIOs Can Help to Integrate Technology Into Decision-Making

    Integrating innovative thinking on all stages of company management requires a new level of technology-savvy capability. A CIO could be in the position to facilitate driving technology all the way to the board and upper management. Hunter Muller, President and CEO of the CIO network HMG Strategy, LLC, proposes that companies should open the doors for their CIOs to truly become CEOs of technology and lead companies towards the future.

  • The Multi-Directional CIO

    I've learned that there are a few distinct capabilities that are required for world-class IT leadership to help organizations succeed in today's rapidly-changing marketplace. These traits include a willingness to partner with anyone and everyone if it helps bring new value into the organization. It also requires CIOs to have a deep and extensive knowledge of the competitive landscape, including comprehensive insights into your competitor's business.

  • Leading in Times of Crisis

    We all face moments of crisis that must be dealt with in the course of our careers. Some crises are public-facing, such as an automotive company that faces a massive recall or a publicly-held company that endures a multi-billion dollar loss. Other crises are contained primarily within the walls of the organization but can nonetheless be distressing for employees and managers alike.

  • What Keeps Your CEO Up at Night?

    The great CEOs typically wake up at night worrying about how their companies can stay ahead of the competition by innovating new products, opening new markets, expanding traditional markets, growing revenues from sales

  • Leadership in an Age of Uncertainty

    The pace of innovation is creating unparalleled opportunities for executives and entrepreneurs to invent new business models and to apply emerging technologies and techniques to unleash new waves of productivity and competitive differentiation.