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1 " But moving from enabling the business to being the business is challenging work. It means changing governance models, organizational structures, delivery methodologies and hiring practices. It means transforming IT people from technologists to strategists, from constructing hard lines around IT to creating an environment devoid of organizational boundaries, and from clamping down on employees attempts to develop their own technology to embracing end-user innovation. It also means driving change in the most difficult of all arenas: the mindset, the psyche, the most deeply held ways that we understand our jobs, our success, and our professional identity. "
― , Be the Business: CIOs in the New Era of IT
2 " Lately, however, I have changed my thinking on this. I have a new Greek mythological figure in mind for the CIO; Cassandra. Cassandra made the critical relationship-building error of spitting on Apollo. As retaliation, Apollo gave Cassandra the power of prophecy, but also the curse of never being believed. (Cassandra eventually goes insane, by the way, so you all have that to look forward to.) "
3 " As a CIO, you are the first to step into traffic, to stand alone during a period of change before people come on board. That takes personal courage...Traditionally, in IT, we like to please. But IT is not a popularity contest; it's a reality show where we often have to deliver tough information...Being a CIO means having the courage not to cut corners to please a stakeholder and delivering the hard message that this is not a risk we're willing to take. "
4 " If you want to have an impact in your company, have a point of view that sometimes challenges the status quo but do the work required to make the point of view an informed one. "
5 " But here's the rub: looking across silos for opportunities to improve capabilities is one thing; creating a vision for how to seize those opportunities as another. Communicating that vision effectively is harder still. But the real work, the deepest work, is in the deciding to stick your neck out in the first place. "
6 " CIOs, more than any other executive, have an end-to-end view of how the business works and the tools to turn that view into insights. CIOs can see endless opportunities for improvement and change. "
7 " a fan of author Patrick Lencioni, Stevenson borrows from his concept of "company first" in her leadership program..."In every IT transformation, you make major tradeoffs between current and future functionality, and you need to let the company's needs drive your decisions around strategy, investments, and the sequencing of change. It's company first, your organization second, and you as a leader third. "
8 " The most important thing we are doing here is collapsing the silos," says Eash Sundaram, EVP of innovation and CIO of JetBlue. "When we think about a program, we don't think about IT and finance and commercial operations. We think about how the program improves our customer or employee experience. "
9 " Because IT people can see so much, it is their responsibility to influence investment priorities, not just execute on priorities set by internal business partners. "
10 " The challenge of disparate systems, says Bunton, extends past technology and process. Disparate systems have a direct impact on the way employees think about their jobs. "If your legacy systems require users to break down processes into little pieces, you wind up with people who cannot think holistically about their problems," she says. "
11 " Someone once told me that, when your operations are not good, you should not talk strategy," says Iyer. "Fair enough. But the opposite is also true. If operations are good, then you must talk strategy. "
12 " Your first step in running IT like a business is to stop thinking of IT investments as OPM (other people's money) and treat it as if it were your own. "
13 " In my previous book, The CIO Paradox, I called this phenomenon the "accountability vs. ownership" paradox, where CIOs are responsible for the outcomes of technology implementations but do not have the power to change the business process. "
14 " The CIO is that one leader who can see everything that is happening within the organization," says Victor Fetter, CIO of LPL Financial. "The CIO looks at every transaction and every customer service experience that takes place on the digital platform. With that unique perspective, the CIO understand where efficiency is happening and where it is not. The position, at its most basic level, has moved from someone who just accepted the way things were, to someone who uses that visibility to create aha moments for all leaders across the organization. "
15 " Every company is becoming a software company because the products that people are using have some element of software in them," says Jim DuBois, CIO of Microsoft. "This makes the integration between IT and the product organization much more important for disruptive breakthroughs; there is very little that IT or product can do alone. "
16 " Product management is different in digital than in IT," says Donagh Herlihy, EVP of digital and CIO at Bloomin' Brands. "In IT, your business partners define their requirements. In digital, you don't have that luxury; you define requirements yourself based on deep consumer insight." This "
17 " As anyone who has moved to an iterative development model will tell you, it takes two to be Agile. If "
18 " Digital transformation is more than painting a shiny picture of the future: digital transformation means tying the back end to the front end, which CIOs have done over and over again. "
19 " As CIO, I know that part of IT's job is to fulfill requests, but our real job is to understand the business and come up with innovative ideas. "
20 " The worst mistake a CIO can make is trying accumulate all of a company's IT skills inside the IT organization. "