CIO Paradoxes & How to Break them

I recently came across a book by Martha Heller titled "The CIO Paradox".

In The CIO Paradox, she has clearly articulated the many contradictions that permeate the CIO role.

Her paradoxes had me nodding my head repeatedly. I will first list them and also share with you her recommended solutions:

1 ) You were hired to be strategic, but you spend most of your time on operational issues.

2 ) IT is intimately involved in every facet of the business, yet it is often considered separate and removed from the business.

3 ) IT is most comfortable with technology, but they must also possess communication skills and be good with people.

4 ) As CIO, you must envision the future while changing the past. This means deploying emerging technologies while simultaneously upgrading legacy systems.

5 ) IT can make or break a company, but CIOs are rarely serve on corporate boards.

6 ) You are accountable for the success of a project, but the business has to own it.

7 ) The CIO is the steward of cost containment, yet must also innovate. This means having no room for failure and allowing for failure all at the same time.

Here's how you can break these paradoxes:

1 ) Develop blended executives

2 ) Get good at recruiting

3 ) Embed IT into business

4 ) Sell the foundation

5 ) Meet with external customers

6 ) Reach beyond IT