The first step is taking the CIO paradox from an amorphous notion to a framework we can use to generate understanding. The common contradictions listed below were culled from my conversations with CIOs over the past 12 months. Grouped into four categories, they constitute a well-defined target at which you can take aim.
Your role
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* You were hired to be strategic, but you are forced to spend most of your time on operational issues.
* You are the steward of risk mitigation and cost containment, yet you are expected to innovate.