The Four-Step Advantage
Our work at Brand Velocity has found that people generally show a particular strength in one of four areas: They possess a visionary mind (Envision), quantitative acumen (Design), an ability to construct needed structures and processes (Build) or high emotional intelligence (Operate). But what happens when you simply skip over some of these strengths?
The Four-Step Advantage
Our work at Brand Velocity has found that people generally show a particular strength in one of four areas: They possess a visionary mind (Envision), quantitative acumen (Design), an ability to construct needed structures and processes (Build) or high emotional intelligence (Operate). But what happens when you simply skip over some of these strengths?
IT Is too Important to Leave to the Technologists
There are a handful of examples of CIOs who have risen to the position of CEO. Michael Capellas emerged from CIO to CEO at Compaq and is now chief executive of the cloud computing company VCE. Before Marissa Mayer, Yahoo!'s CEO was Scott Thompson, former CIO at Barclays Global Investors and CTO at PayPal. And Tesco Chief Executive Philip Clarke was previously the company's CIO (and before that, a shelf stocker).
IT Is too Important to Leave to the Technologists
There are a handful of examples of CIOs who have risen to the position of CEO. Michael Capellas emerged from CIO to CEO at Compaq and is now chief executive of the cloud computing company VCE. Before Marissa Mayer, Yahoo!'s CEO was Scott Thompson, former CIO at Barclays Global Investors and CTO at PayPal. And Tesco Chief Executive Philip Clarke was previously the company's CIO (and before that, a shelf stocker).
CFO Strengths Often Underused on IT Projects
Over the years, I’ve had the benefit of being both the CIO and CFO of publicly-traded companies. What I saw in practice, and see with clients as a consultant, is that CFOs can make all the difference to an important IT project’s success.
CFO Strengths Often Underused on IT Projects
Over the years, I’ve had the benefit of being both the CIO and CFO of publicly-traded companies. What I saw in practice, and see with clients as a consultant, is that CFOs can make all the difference to an important IT project’s success.
On Creating a Coaching Culture
Peter Drucker was the first to teach that today’s workers should be treated as assets instead of costs. And there is no finer way to realize the full value of those assets than to coach them to their full potential. Indeed, coaching people is to knowledge-work as training is to manual work. Coaching is even better, however, because manual work has physical limits whereas knowledge work has near-infinite potential.
On Creating a Coaching Culture
Peter Drucker was the first to teach that today’s workers should be treated as assets instead of costs. And there is no finer way to realize the full value of those assets than to coach them to their full potential. Indeed, coaching people is to knowledge-work as training is to manual work. Coaching is even better, however, because manual work has physical limits whereas knowledge work has near-infinite potential.
