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The CIO
What is
ParadoxBy Martha Heller
vs
“Operations vs.
Strategy” Paradox1
You were hired to be strategic, but you spend
most of the time on operational issues.
“It is really tough to be strategic
when your pants are on fire.”
Ron Kifer, CIO, Applied Materials
vs
“Operations vs.
Str...
Video clip: Martha Heller on Why She Wrote
The CIO Paradox:
Battling the Contradictions of IT Leadership
Click image to pl...
vs
“IT and the Business”
Paradox2
IT is intimately involved in every facet of the business, yet is
often considered separa...
“IT and the Business”
Paradox2
vs
“No one fully understands
what IT does. So we are
on an island.”
Colleen Wolf, CIO, Vent...
3
Your staff is most comfortable with technology, but they must
also possess communication skills and be good with people....
vs
“Futurist vs. Archivist”
Paradox4
As CIO, you must envision the future while changing the
past. This means deploying em...
“Futurist vs. Archivist”
Paradox4
vs
“When people are asked to
investment in something that
doesn’t feel competitive, they...
“Corporate Board”
Paradox5
“By turning a blind eye to IT,
boards are ignoring one of the
most key components of their
char...
vs
“Accountability vs.
Ownership” Paradox6
You are accountable for the success of a
project, but the business has to own i...
6
vs
“Accountability vs.
Ownership” Paradox
“Getting business partners
to do their part in
implementing IT is like
‘pushin...
Martha Heller’s Keynote Address:
video clip from “Breaking The CIO Paradox.”
Click image to play video
vs
Cost vs. Innovation
Paradox7
The CIO is the steward of cost containment, yet must also
innovate. This means having no r...
“Our job is to figure out
how to stabilize the ‘run’
side of the business and
then take those cost
savings and reinvest th...
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What is The CIO Paradox?

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The CIO Paradox is a set of contradictions that permeate IT leadership, and cause many CIOs to fail, by Martha Heller, from her book, The CIO Paradox: Battling the Contradictions of IT Leadership.

Published in: Leadership & Management

What is The CIO Paradox?

  1. 1. The CIO What is ParadoxBy Martha Heller
  2. 2. vs “Operations vs. Strategy” Paradox1 You were hired to be strategic, but you spend most of the time on operational issues.
  3. 3. “It is really tough to be strategic when your pants are on fire.” Ron Kifer, CIO, Applied Materials vs “Operations vs. Strategy” Paradox1
  4. 4. Video clip: Martha Heller on Why She Wrote The CIO Paradox: Battling the Contradictions of IT Leadership Click image to play video
  5. 5. vs “IT and the Business” Paradox2 IT is intimately involved in every facet of the business, yet is often considered separate and removed from the business.
  6. 6. “IT and the Business” Paradox2 vs “No one fully understands what IT does. So we are on an island.” Colleen Wolf, CIO, Ventura Foods
  7. 7. 3 Your staff is most comfortable with technology, but they must also possess communication skills and be good with people. “Talent” Paradox “I would love to hire someone to do my hair, feed my children, manage my database, and drywall the basement. But workers don’t come like that.” Martha Heller
  8. 8. vs “Futurist vs. Archivist” Paradox4 As CIO, you must envision the future while changing the past. This means deploying emerging technologies while simultaneously upgrading legacy systems.
  9. 9. “Futurist vs. Archivist” Paradox4 vs “When people are asked to investment in something that doesn’t feel competitive, they resist. But if you cannot sell foundational improvements, you will layer complexity on top of legacy and make the mess worse.” Tom Murphy, CIO, University of Pennsylvania
  10. 10. “Corporate Board” Paradox5 “By turning a blind eye to IT, boards are ignoring one of the most key components of their chartered responsibility.” Bob DeRodes, CIO, The Home Depot IT can make or break a company, but CIOs rarely serve on corporate boards.
  11. 11. vs “Accountability vs. Ownership” Paradox6 You are accountable for the success of a project, but the business has to own it.
  12. 12. 6 vs “Accountability vs. Ownership” Paradox “Getting business partners to do their part in implementing IT is like ‘pushing on a rope’.” Anonymous
  13. 13. Martha Heller’s Keynote Address: video clip from “Breaking The CIO Paradox.” Click image to play video
  14. 14. vs Cost vs. Innovation Paradox7 The CIO is the steward of cost containment, yet must also innovate. This means having no room for failure and allowing for failure all at the same time.
  15. 15. “Our job is to figure out how to stabilize the ‘run’ side of the business and then take those cost savings and reinvest them in the innovation.” Kim Hammonds, CIO, Boeing vs Cost vs. Innovation Paradox7
  16. 16. http://www.hellersearch.com/the-cio-paradox Learn more Where to buy
  17. 17. Contact Us hellersearch.com The Premium Source for CIO and executive technology talent

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