I have been involved in deep research on Angry Birds, having become one of the top 300 players on the iPad HD Free \nversion, out of a community of over 1 million players. That may be sad, but then again, it is deep research. Every \ntime I fling a bird I think about a CIO (no, I don't mean it that way). Here are the preliminary results of my \nresearch: Ten lessons from Angry Birds that will make you a better CIO.1.\tYou have to play to figure out the rulesThe only way one learns how to defeat a level in Angry Birds is to play. The same is true of technology. I still \nhear CIOs shutting down social media or giving out multiple phones because current technology doesn't fit the \ncorporate architecture or poses too many risks to intellectual property or customer information. CIOs need to keep \nin mind that if they don't engage with emerging technology and allow people to use it in the context of actual \nwork, no one will learn its limitations, its risks or the opportunities it presents.2.\tPeople succeed best when their unique talents are recognized Every bird in Angry Birds possess a unique set of talents. Fat black-and-white ones drop eggs and ricochet off \nwalls; triangular yellow ones cut through things while tiny blue ones explode into a trifecta of glass shattering \nshimmers. The CIO also needs to be the CTM, or Chief Talent Manager, by helping people find the right balance \nbetween passion and organizational need. This recognition of uniqueness is an important component in developing \ngood relationships with Gen X and Millennial talent. CIOs also need to understand, and anticipate, future \ncompetencies so they can build a talent portfolio ready to meet any challenge. 3.\tYou can't recover from a really bad startCut your losses, restart and try again. Experienced Angry Birds players can tell from the micro-second the first \nbird leaves the launcher if they are on the road to a higher score or a waste of time. If they detect the later, \nthey usually cut their losses and restart the game. CIOs share this intuition about what is and isn't working, but \nthey still let people fumble through projects that elicit no passion, try to deploy technology in the wrong place \nat the wrong time, still let technology try to overcome cultural momentum. CIOs need to be courageous and cut their \nloses sooner than later when intuition tells them they don't have the right team or approach in placethen \nreconsider the tactics and strategies and start again.[An Angry Birds Birthday Cake You Can Play With? Yes. See how this dad made a very cool gift. ]4.\tDifferent problems require different specialists The Rovio game designers built Angry Birds scenes from virtual elements like clouds and wood, concrete slabs \nand triangles of glass. Every material reflects different physical properties, and each one reacts in its own way \nto the different birds species. This makes the game more complex and more interesting. Unfortunately, being a CIO \nsometimes seems more complex and more interesting because technology follows the same pattern. Gone are the days \nwhen you can have a "programmer" fix a problem. User interfaces, networking, debugging and several other \ndisciplines within development alone, require special skills, knowledge and talent. Compound that with operations, \nend user CRM, help desk, ERP, mobility and a host of the functions and the permutations of talent become clear. In \nAngry Birds you can't outsource talent, but in an era of tight budgets, CIOs may. \n\n5.\tBlowing something up isn't necessarily felt everywhereAngry Birds contains its own unique version of physics, but practical experience still seems to fit: if you drop \na bomb too far away, or in an area with a lot of protection, you won't hit the target. For CIOs, think politics. If \nyou want to implement broad change, you have to think about the business, and the IT environment as a holistic \necosystem. You can't just fiddle with a solution in the corner and hope that it will disburse throughout the \norganization. It takes a clear understanding of organizational physics to make change stick. I remember several years ago working on an e-mail migration plan. Many little conversations led to a lot of \ncommitment without action. It wasn't until the team went to the CEO and convinced him change was necessary that \nchange happened. The CEO sent a note to his directs: I will stop communicating with you unless you are on the same \ne-mail system that I use. Systemic change occurred, e-mail migrations took place, and all if it occurred rather \nrapidly. CIOs who aspire to be good change agents need to deploy their political weapons with precision in order to \ncreate lasting change.6.\tMost improvements are incrementalAchieving a high score in Angry Birds is hard. Most of the time when you clear a level the score is worse than \nyour high score, and many times you don't even clear the level at all. If you want a high score you have to be \npatient and accept incremental improvement by applying lessons learned from past attempts. Every once in a while, \nyou change a strategy or accidentally discover a new tactic that results in an exponential improvement in the \nscore, but that is very rare. And then the pattern repeats, re-reaching the high score level is hard, surpassing it \neven harder. CIOs need to recognize that high performing teams are hard to improve. If the teams are not high performers, \nthey are likely to improve little-by-little rather than make a great leap forward. The same is true of customer \nsatisfaction or system reliability. Just because incremental improvement is the norm, that doesn't mean one should \nstop looking for new approaches. A radical breakthrough will pay big dividends. Focus on tactics, but don't forget \nto also be strategic\u2014and don't fail to recognize innovation when it occurs.7.\tJust because you've mastered one task doesn't make you master of allAll Angry Birds screens are arranged differently, but they share many similarities. Unique configurations within \nthe levels, from the interconnected structure of materials to the arrangement of the scene, require strategies. As \nmentioned above, IT has grown into an umbrella around many specialties. Being good at one aspect of IT does not \nmean you are good at everything. For CIOs that means recognizing personal strengths and weaknesses and making sure you have a staff that \ncomplements your knowledge. For the organization, it means admitting when you don't know something, and either \ncommitting the time to experimentation and learning, or bringing in a trusted partner. Don't assume that success in \none project will translate to the next. Make sure you ask your organization to ask and answer the question: "what \nis different this time, and how are we planning for those differences" before proceeding.8.\tYou can never do the same thing exactly the same way An analog to number 7. Even when doing exactly the same thing in the same way is the right answer, it probably \nwon't generate the same result. In Angry Birds, you have to think about launcher tension and aim, and then in some \ncases, a second action that causes a bird to drop a bomb or turn on its after burners. Getting the timing on all \nelements, over the course of multiple volleys, exactly the same is nearly impossible.Think about common IT projects, like PC deployment. The repeat won't be a repeat. CIOs need to encourage broad \nlearning and experience so people can adapt to change effectively. And CIOs also have to avoid placing the unfair \npressure on their staff that comes from naively thinking tomorrow is just another today.9.\tSome goals require more birdsSome levels in Angry Birds can be accomplished using one bird very efficiently. Hit a crossbeam at just the \nright place and the structures tumble one in on one other. In others, it takes all the birds at your disposal just \nto clear the scene. CIOs need to understand the complexity of a project before selecting the team, or they need to \nbe willing to learn quickly. An apparently simple project may be hiding unforeseen complications. When those occur, \nCIOs need to reset and invest new resources (or, as in 3 above, restart all together). IT successes hinge on actual \nrather than abstract complexity. It has been my experience that the implementation, deployment and adoption side of IT projects are usually the \nmost complex, and are also the most understaffed. CIOs with in-house built systems ready to deploy, or newly \nacquired systems, often face huge obstacles when it comes to realizing the value of their investments. That's \nbecause they haven't admitted that they need more birds to get the end users up-to-speed.10.\tThere is more than one way to win A lob or a straight shot. Start from the back and end with the front. Each approach in Angry Birds can \npotentially result in a solid score. If you get locked into one approach though, you might never discover how to \nachieve the maximum score. CIOs should be open to new ideas about how to use existing technology, and receptive to \nsuggestions about how emerging technologies could benefit the organization. Taking the safe route every time is the antithesis of innovation. If you really want to win, you need to take \nrisks. IT can be a competitive differentiator, or it can be a form of just making due. The CIO capable of \ndistinguishing between those two, and selecting the former, will find them, and their organizations, on the leader \nboard.Daniel W. Rasmus is an IT industry analyst and strategist living in Washington. He is the author of 'Listening to the Future' and 'Management \n\nby Design'. He can be reached via Twitter at @DanielWRasmus.