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Intensely practical tips on information technology management, by Peter Kretzman. IT people, and senior technology executives in particular, are anything but exceptions to this longing.

ISBN 13: 9781937134273

In fact, it seems that very few other disciplines have to put up with a constant stream of articles and books questioning our very existence, approaches, purpose, and worth Does IT Matter? And you want a downer? A person could downright get a complex here. No one seems to get it!

The CIO Paradox: Battling the Contradictions of IT Leadership by Martha Heller

No one understands how tough a job this is! And the polish shows. What also shows is her abiding fascination and admiration for the CIO role.

And yet, I meet them every day. Heller illustrates, consistently throughout the book, a deep understanding of the key levers of IT, an understanding that is surprisingly rare even among many industry pundits. Here are just a few nuggets that particularly resonated with me:.

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Readers of my other reviews know that I tend to look askance at books on CIO matters that just propose easy solutions, and that I look instead for books that pull aside the curtain on the complexity and tradeoffs that are common in our roles. CIOs are focused on the future, while they are tethered by technology decisions made in the past.


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These contradictions form what Martha Heller calls The CIO Paradox, a set of conflicting forces that are deeply embedded in governance, staffing, executive expectations, and even corporate culture. Heller, who has spent more than 12 years working with the CIO community, offers guidance to CIOs on how to attack, reverse, or neutralize the paradoxical elements of the CIO role.

Through interviews with a wide array of successful CIOs, The CIO Paradox helps readers level the playing field for IT success and get one step closer to bringing maximum value to their companies. Get unlimited access to videos, live online training, learning paths, books, tutorials, and more. Start Free Trial No credit card required.


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