Offering regional and national programs, CIO (and CSO) events bring together some of the most respected names and thought leaders in information technology and security. Presented by CIOs and other senior level executives, these invitation-only programs offer timely topics and strong networking. Learn More »
Public Council Teleconference: Application Rationalization — Hidden Costs and Smart Decisions
November 17 at 11:00 am US/Eastern (GMT-5)
Join Honorio Padrón, of The Hackett Group, who will share the drivers for companies to tackle application rationalization and the results of research that define the hidden cost of complexity. Additionally, we will discuss key decision milestones—to start or not, holding the course steady and fulfilling expectations.
Virtual Desktop Cost-Benefit Analysis — Michael Jacobs, Catlin Group
The analysis contained in this presentation measures the cost of everything from the machines and licenses to the infrastructure for virtual vs. traditional desktop environments.
Honor your best senior team members - Apply for the CIO Ones to Watch Award
Get well-earned public recognition for your top up-and-coming team members, your IT organization and your enterprise. Award winners will be announced, publicized and feted in May 2010, great timing to help attract new IT recruits to your company.
Learn more about the CIO Executive Council »November 15, 2002 — CIO —
The famous playbook of Vince Lombardi?the most renowned football coach of all time and a source of inspiration and wisdom for many corporate and political leaders in America?was based on one core idea: that a limited number of simple plays, coupled with intensive training on situational variations, could transform a team. Applied to the world of C-suite executives, Lombardi’s playbook offers a unique window into the underpinnings of leadership.
A leadership playbook is executable, scalable, integrated and robust. A playbook allows you and your team to focus, interpret events and act even in very complex environments. Based on everything I have learned and experienced in leadership, here is my version. I hope you’ll use this as a starting point to develop a playbook of your own.
The first section defines where you want to go?what changes should occur and what you want to stay the same.
Page 1: Problem and Goal Definition Describe on one page the past, the present and the future states to be achieved, why these changes are important, and the key performance indicators that will tell you if they’ve been accomplished.
Page 2: Control and Timing There are always several different workable strategies to achieve a goal, and they are often heavily dependent on timing. If you’re in a hurry and have competitors outflanking you, your strategic options differ tremendously from a situation where you are in control and have plenty of time. The secret to great timing is a combination of perspective and situational awareness.
Page 3: Credibility and Realism In leadership, the messenger is as important as the message. The realism of your point of view, the manner in which you present it, the language you use and your reputation as a leader all come together to support?or degrade?your credibility. I try to emulate the motto of Lord Browne, group chief executive of BP: humanity, humility and humor.
Page 4: Motivation and Belief People may not believe your message or believe only parts of it. Or they may believe your message, but not believe they can do it; or not believe it’s the most important task; or not believe it must be done now. Generating true motivation and belief is one of the most challenging aspects of transformational leadership. But you need only a small group to start with?the core leadership team of your change effort.
The key to getting from state A to state B is clarifying the relationship between ends and means. Changing your outcome means changing your level of organizational capability.