Maryfran Johnson is impressed with the CIOs who take on additional business functions, but wonders how they they do it all without having a nervous breakdown. The answer: great teams, trusted deputies.
Stories by Maryfran Johnson
Of all the questions I ask CIOs (and I've got an arsenal at my command), there's always one that stops the conversation cold. "So what are you doing with social media?" Um, me personally or my company? "Either." Um, well, let me think ...
As more companies look to profit from the their data, CIOs must grow beyond their traditional roles as data stewards, says CIO magazine's editor in chief.
Editor in Chief Maryfran Johnson describes the profoundly hopeful and uplifting story of how informal coalitions of CIOs from some of the country's leading medical institutions are crossing boundaries to collaborate in the fight against cancer.
Maryfran Johnson says CIOs who serve on external boards add to their heavy workload but gain a valuable new perspective
Today's executives can boast about their companies' tech prowess, but they also need to keep an eye on archrivals and new competitors, says Maryfran Johnson.
CIO magazine's 13th annual State of the CIO research reveals stark contrasts between traditional CIOs who focus more on internal operations and digital CIOs who expand IT's influence externally to work directly with customers and business colleagues.
One of the toughest leadership challenges for CIOs today is having to refuse business requests for new technology. Here's how to keep the lines of IT-business communication open while communicating honestly with your fellow executives.
The business world views CIOs as more tortoise than hare, but it's time to rethink that stereotype. Award-winning CIOs find that speeding up innovation and business processes yields a competitive advantage.
One of my favourite panellists of all time was something of a discipline problem. He made funny faces at the other panellists. He slumped theatrically when he disagreed with someone. He got so animated when his turn came that he nearly fell out of his chair.
The people in that audience couldn't take their eyes off Mr. Personality, who was really quite the expert at working the room.
I'll admit this upfront: I believe in retail therapy in all its glorious forms.
The CIO walked on stage with every apparent confidence, relaxed and ready to tell his story. His opener was a droll little anecdote about fending off starving vendors. The audience was smiling back at him, BlackBerrys tucked away, fully engaged. Then the speaker picked up the clicker, lashed himself to the mast of an absolutely stupefying, bullet-point-riddled PowerPoint deck and sank like a stone. Sixty seconds into his slides, the BlackBerrys revved back up and the audience was gone, baby, gone.
Watching this death-by-PowerPoint scenario unfold, I imagined an intervention. I saw myself leaping on stage, snatching away that clicker and turning our hapless speaker back into a human being with a good story to tell. What a crying shame, I thought, that this executive addiction is so damn hard to break.
How audience-centered speaking can help you conquer stage fright in your career.
By the time I finished reading the page proofs for a"Wireless at Work" special report, I was ready to turn in my new Palm Tungsten W and confess the embarrassing truth: I'm only impersonating a real user.
Half the capabilities of this gorgeous gadget are wasted on me. I don't use it as a cell phone (got one already), and I don't even have the wireless connection enabled (too much email would follow me around). Naturally, I use the calendar, address book, memo pad and calculator. But I am clearly not worthy of this much cutting-edge technology.
Given the choice of watching paint dry or paying attention to the techno-political infighting that goes on within industry standards bodies, most of us would opt for the paint. But when there’s big trouble brewing over Web services — between the Web’s leading standards organisation and the dominating duo of IBM and Microsoft — it’s time to take notice.