Cio leadership Quotes

“The CIO is that one leader who can see everything that is happening within the organization," says Victor Fetter, CIO of LPL Financial. "The CIO looks at every transaction and every customer service experience that takes place on the digital platform. With that unique perspective, the CIO understand where efficiency is happening and where it is not. The position, at its most basic level, has moved from someone who just accepted the way things were, to someone who uses that visibility to create aha moments for all leaders across the organization.”

“CIOs, more than any other executive, have an end-to-end view of how the business works and the tools to turn that view into insights. CIOs can see endless opportunities for improvement and change.”

“Lately, however, I have changed my thinking on this. I have a new Greek mythological figure in mind for the CIO; Cassandra. Cassandra made the critical relationship-building error of spitting on Apollo. As retaliation, Apollo gave Cassandra the power of prophecy, but also the curse of never being believed. (Cassandra eventually goes insane, by the way, so you all have that to look forward to.)”

“Outlier” CIOs have better capabilities to connect innovation dots.”

“As a CIO, you need to understand what the organization’s expectation from IT through innovation lenses.”

“A CIO as “Chief Intrapreneur Officer” has creative, logical, hybrid, and abstract thinking traits.”

“The CIO is a serious partner in the inner circle to creating value-added strategies and enabling deeper insights into the opportunities IT can do.”

“a delegate shout out from the floor: “Peonage, Anti-Lynch Bill, poll tax, these are our issues. They are the most controversial issues in American life, and some of us will have to die for them! Yes, we want to join with the CIO! We cannot stop for controversy!” And there in the faces of my people I saw strength. There with the whites in the audience I saw the positive forces of civilization and the best guarantee of America’s future.”

“Someone once told me that, when your operations are not good, you should not talk strategy," says Iyer. "Fair enough. But the opposite is also true. If operations are good, then you must talk strategy.”

“But here's the rub: looking across silos for opportunities to improve capabilities is one thing; creating a vision for how to seize those opportunities as another. Communicating that vision effectively is harder still. But the real work, the deepest work, is in the deciding to stick your neck out in the first place.”