Why Some CIOs Have More Staying Power Than Others

Some CIOs outlast the typical five-year tenure by avoiding classic blunders, winning the CEO’s confidence and enjoying a dash of good luck.

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Next year, Peter Weis, CIO of Matson, an ocean transportation and logistics company, will see the completion of a long-term IT transformation project that he conceived and nurtured for most of a decade. "We're heading into our eighth and final year," he says. "When we're done, we'll have retired every single legacy IT platform. Our mainframe will be shut down."

Finishing this transformation project is a source of enormous pride for him and his team. "The day-to-day pain of working on a project like this fades, but the deep satisfaction stays," he says.

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