CIO Paradox

Most major companies, regardless of industry, are becoming technology companies. The successful management of information is increasingly critical to a company's goals; it is, arguably, the age of the CIO. Despite this, the IT executive is hounded by a host of contradictions: bad technology can brin [...]
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Most major companies, regardless of industry, are becoming technology companies. The successful management of information is increasingly critical to a company's goals; it is, arguably, the age of the CIO. Despite this, the IT executive is hounded by a host of contradictions: bad technology can bring a company to its knees, yet corporate boards rarely employ CIOs; speed of delivery is of utmost importance, but security is paramount. These contradictions form what Martha Heller calls 'The CIO Paradox', which is deeply embedded in governance, staffing models, executive expectations, budgeting, even the titles that IT leaders hold. Heller, who is on the leading edge of IT staffing and development, offers guidance to CIOs on how to attack, reverse, or neutralize the inherent contradictions of this leadership role. Through interviews with the worlds most successful IT leaders, 'The CIO Paradox' will help readers level the playing field for IT success, helping CIOs earn a spot in the C-suite.