Hourihan: A lot of CIOs with issues have an inability to see broadly across the spectrum--to see the business solution side of it. They need to get their thought process out of the vertical silo.

What about the implications of your work for those who develop managers?

Brousseau: They need to help people develop a road map in their organization and note where the nature of the work shifts as people move along in their careers. You need to put the emphasis where it belongs at each stage and realize that things change. The key skill set for up-and-coming managers is to read what situations require of them--to see when they need to be decision- and action-focused, and when to stop and play with ideas. The key to success is to manage your own style depending on what the situation requires.