“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.” — Martha Heller Copy Share Image
“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… — Martha Heller Copy Share
“Because IT people can see so much, it is their responsibility to influence investment priorities, not just execute on priorities set by internal business… — Martha Heller Copy Share Image
“First, you need to understand the attitude that the current executive committee has toward IT," says Richter. "Do they believe that IT is a back-office function and a necessary evil? If the executive committee does not believe in the strategic importance of IT, and you don't have the credibility to change their perspective, your chances of success are very slim.… — Martha Heller Copy Share
“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… — Martha Heller Copy Share
“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… — Martha Heller Copy Share
“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… — Martha Heller Copy Share Image
“Someone once told me that, when your operations are not good, you should not talk strategy," says Iyer. "Fair enough. But the opposite is… — Martha Heller Copy Share Image
“The most important thing we are doing here is collapsing the silos," says Eash Sundaram, EVP of innovation and CIO of JetBlue. "When we… — Martha Heller Copy Share Image
“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… — Martha Heller Copy Share Image
“Lately, however, I have changed my thinking on this. I have a new Greek mythological figure in mind for the CIO; Cassandra. Cassandra made… — Martha Heller Copy Share Image
“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.… — Martha Heller Copy Share Image
“In my previous book, The CIO Paradox, I called this phenomenon the "accountability vs. ownership" paradox, where CIOs are responsible for the outcomes of… — Martha Heller Copy Share Image
