ReImagine Work
SEPTEMBER 8, 2016
Employee engagement might distract leaders from real bottom-line problems. What project or assignment was the favorite they’ve ever had? And follow up each of those queries by asking “Why?” A version of this post ran originally at CIO online, August 19, 2016. The writer suggested it was becoming burdensome.
Rich Gee Group
AUGUST 31, 2015
You’re moving on up. Making your way up the ladder, dodging bullets, using every last bit of your intellect and motivation to deftly ingratiate yourself with key decision-makers. It’s a high-wire balancing act many executives go through to grab the golden ring. What are some of the techniques used? Know this area cold.
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Strategy Driven
SEPTEMBER 1, 2020
CEOs and CFOs managing technology may not recognize tech debt building up in their SMBs—because it is not revealed in monthly variance reports or other accounting controls. How would your CFO or CIO handle this? ™: How to Future Proof Your Small Business and Improve Your Tech Bottom Line. has grown stealthier and more sinister.
Rich Gee Group
DECEMBER 11, 2010
You’re moving on up. Making your way up the ladder, dodging bullets, using every last bit of your intellect and motivation to deftly ingratiate yourself with key decision-makers. How To Pick Yourself Up After You Fail. It’s a high-wire balancing act many executives go through to grab the golden ring. Smile or Die!
Harvard Business Review
JULY 19, 2013
Just look at what most do: They appoint a CIO and give him or her a budget and a mandate to get on with it! So what can a CIO be held responsible for? This raises the fundamental question as to whether a CIO can really be held accountable for something that will only emerge when their colleagues step up to the plate.
Harvard Business Review
JULY 23, 2013
But it should be the CIO''s job. It''s time for CIOs to move beyond their roles as chief technology officers, and embrace the name with all of its implications: Chief Information Officer. The time is ripe for CIOs to take a page from the CFOs'' playbook to ensure both accountability and responsibility for information creation.
Harvard Business Review
AUGUST 21, 2015
During one of my very first consulting assignments, a colleague and I interviewed direct reports of the Chief Information Officer of a chemical company about improving project execution. We consistently heard that the CIO was autocratic and intimidating, and that his people were afraid to talk openly about mistakes. Is that true?”
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