If anyone (apart from CIO) can become a CIO, many would have become one by now. Like any other function, there are specific skill sets; knowledge, experience and mind set which makes a CIO. Lately, I have been hearing assertions like the CIO role will cease to exist or the CMO will become a CIO or IT departments will vanish. I find this kind of discourse immature, lopsided and damaging.
Business Challenge YES BANK is one of the leading private banks in India. It was facing a challenge in consolidating its printing infrastructure especially in tier II and III markets. -The bank had a goal of attaining standardization across all locations.-It wanted accessibility to monitor and track its print environment and usage on real-time basis. Solution YES BANK was looking...
There are a lot of people who talk about mind over matter, and there are those who firmly believe in it. But you really have to dig deep. It's not enough just to think. You have to work past your limits. It is actually true that that people have any limitations. Just go as hard as you can every day.
There are several ways EI connects with creativity. One reason is that creativity is a complex process - the famous "Aha!" moment of a creative insight is just one stage in the process.When it comes to teams, the group EI is very important for creativity. People are most free to offer their most innovative (and sometimes whacky) ideas and insights when there is an atmosphere of high trust.
As more enterprises are creating growing number of bandwidth extensive applications and services, Ethernet is seen as an all binding communications fabric that spells big advantage for the CIO and his IT organization in terms of providing maximum with less. Some CIOs whom I interacted with recently openly accepted this fact.
What enables companies to create an innovation culture? So where does the CIO stand in the corporate innovation agenda? Is CIO leading or participating in the innovation, or is the CIO a bystander? Where does IT if at all fit into the innovation drive? Innovation and breakthroughs are rarely achieved using structured agendas; they flow out of creativity of individuals and teams working together.
What we now term as "social media", is perceived differently by the people that use it, plan it, deal with it, or design it. In fact, the "it" is precisely what defies pinpoint accuracy. And the saying goes, if you cannot measure (or define it), you cannot manage it. Social media management is, thus, an epic challenge.
Negotiations start with the exchange of information. Many people view this process like playing a poker game. Why should I tip my hand before I've seen yours? But in Give and Take, I cover a wealth of evidence that most people are matchers: they follow the norm of reciprocity, responding in kind to how we treat them. This means that the best way to earn trust is to show trust.
You ask anyone and a very predictable answer will emerge, to take better decisions! Of course that's true but CEOs need IT for many other reasons too. Understanding the CEO's needs is important for a CIO to obtain important structural, financial and other kinds of resources for being effective. I would like to talk about this important aspect before getting into the second question in the series