CIO Paradox: Battling the Contradictions of IT Leadership

by Martha Heller

Regardless of industry, most major companies are becoming technology companies. The successful management of information has become so critical to a company’s goals, that in many ways, now is the age of the CIO. Yet IT executives are besieged by a host of contradictions: bad technology can bring a company to its knees, but corporate boards rarely employ CIOs; CIOs must keep costs down at the very same time that they drive innovation. CIOs are focused on the future, while they are tethered by technology decisions made in the past. These contradictions form what Martha Heller calls The CIO Paradox, a set of conflicting forces that are deeply embedded in governance, staffing, executive expectations, and even corporate culture. Heller, who has spent more than 12 years working with the CIO community, offers guidance to CIOs on how to attack, reverse, or neutralize the paradoxical elements of the CIO role. Through interviews with a wide array of successful CIOs, The CIO Paradox helps readers level the playing field for IT success and get one step closer to bringing maximum value to their companies.

Genres: Business, Leadership, Management, Nonfiction, Technology, Audiobook, Professional Development

260 pages, Hardcover

First published January 1, 2012

Reviews

[Jay French · Rating 4 out of 5]

At one time I was a voracious reader of CIO Magazine, to keep track of the corporate IT industry in my role as a new technology introduction analyst for a large company. I learned from the stories and especially appreciated the many sources they quoted, often CIOs in a variety of industries, from companies large and small. There was always something to learn about this role that I aspired to. Although my career took a different turn, I read “The CIO Paradox” understanding that the author was a writer for CIO Magazine, and likely had the kind of style I found easy to learn from, and easy to consume. That is true here. The topics are taken from columns written for CIO by the author. I was able to compare the many tactics and suggestions mentioned in the book to the IT management of companies I have worked for, and could see good and bad. The author comes from a background of recruiting for high level IT jobs, and this informs her book. There are plenty of examples where the author brings in anecdotes of her history of recruiting to describe the types of paradoxes faced by CIOs. My favorite paradox, one that reflects my recent career is illustrated as "As CIO, you are your company's futurist and its archivist." Heller goes on to illustrate this paradox with examples, anecdotes, and at times provides tactics.

The author includes a rather large section on CIO membership on boards. I assume this has become a prominent topic for CIOs related to recruiting, hence this author’s focus, but I didn’t see the obvious relationship to the other paradoxes Heller described. Other than that minor nit, I enjoyed the writing style and most of the topics. This would be a good read for people wanting to become CIOs and for those already there looking for some new analogies they could use in their discussions with business leaders and upper management. I also think this would be a good read right before interviewing for a CIO position for the fresh take on the role. I would gladly read more by this author.

[Scott Pearson · Rating 3 out of 5]

I write this review a full decade after this book was published. Further, I am a software developer in a large organization and, though quite happy, will likely never become a CIO at that company. Therefore, I don’t reside in the intended audience in this book. However, I notice many of these paradoxes in my work. I have to master the technical aspects of my job yet be adept enough to communicate to end-users. I have to manage the past while planning for the future. I focus my weeks on technical excellence yet am held accountable for business results. These paradoxes, specifically identified in this book, have become part-and-parcel of my development work.

In my experience, IT leadership today doesn’t always take place at the C-level in businesses. It’s starting to take place at each level. This book is generally focused on helping people master the CIO role. In 2013 (when it was published), it might have hit that role well. However, multiple talents can be used at any level in the organization, and multiple skillsets can contribute to success at those levels, too. All that limits it is one’s imagination and the imagination of one’s company.

Martha Heller is not a CIO with a personal philosophy to apply. Instead, she is a journalist focused on CIOs and has interviewed dozens of CIOs. Those real-world case studies are all over this book, oftentimes quoted directly. The writing is clear and engaging. Sometimes the nuggets of advice contradict itself, but I guess that’s the point of a “paradox.” By mastering both sides of the challenges, she hopes to help people gain mastery of their job – and perhaps move onto the next level.

Because these paradoxes have filtered into the wider IT world, I didn’t find much particularly new and helpful in this book as it relates to my work. Perhaps it’s a victim of its own success. It did talk about the right things, but it just didn’t spark many new thoughts. I remain curious about the topic: How can one lead at any level in IT? How can one cross-train in other disciplines? How does one resolve a business’s inherent paradoxes? These challenging questions remain a decade later. Heller may have addressed these issues in her 2016 book Be the Business: CIOs in the New Era of IT. Perhaps she will enlighten us with another book in 2023.

[Patrick Laughran · Rating 5 out of 5]

I just finished my “advance reading copy” of “The CIO Paradox: Battling the Contradictions of IT Leadership” by Martha Heller. The book is one of the few I’ve read that actually goes beyond a really well articulated description of the shared experiences of CIOs. I thought the book did a remarkable job of capturing the nuanced relationships between situations, roles and context with the anecdotes and guidance that are provided for each paradox. For example, there is extensive use of CIO quotes from conversations, mini case studies that are used to illustrate the practical application of suggested approaches and some self-assessments (some of which were developed by CIOs). In each case, what the authored shared was helpful and did not come off as shameless self-promotion. Much of the book can be thought of as lessons learned from one CIO to another. I recommend it for any current and aspiring CIO. Someone looking to hire and/or retain a good CIO would be well served to read it as well.

[Lars Corneliussen · Rating 4 out of 5]

About how the odd distinction between IT and the business and how to go from IT as an internal function to IT as welcome investment and contributor to business and business strategy by tying everything to business outcome.

It will take long before we get rid of the "Enterprise IT" mindset moving towards a "software eats the world" product mindset.

Also read this: https://svpg.com/moving-from-an-it-to...

[Julia Leong · Rating 4 out of 5]

I'm not in IT but work with tech people every now and then. This book provides insights of the challenges faced my CIOs in a relatable manner. I reckon every CXO faces some of these common challenges but as author specialises in this area having been a tech journalist and then a recruiter, she brings to life the CIOs stories, their perspectives and how they overcome the paradoxes.

[Kyle Haines · Rating 4 out of 5]

Great for emerging CIOs

Great for aspiring and emerging CIOs who can skim sections not germane to them in their current roles. Saw validation of some core beliefs that I’ve honed over my career.

[Leeroy · Rating 2 out of 5]

It was a solid 'fine'. Lots of anecdotes and quotes supporting strategies that don't feel very innovative in 2019. I'd suggest reading the conclusion first. If you find areas that are gripping or counterintuitive, read that chapter.

[YC Lian · Rating 4 out of 5]

The book offers practical advice and insights for anyone in, or working to be in, a CTO or CIO role. It helps one to evolve beyond their traditional role as technology manager and become strategic business leader.

[Ratnakar · Rating 5 out of 5]

Loved the book. Gave me new perspective of how my boss thinks ;)

[Epol Doc · Rating 4 out of 5]

Good read

Good read for ICT executives seeking a leadership role in an organization to understand the expectations that come with it

[Josh Cline · Rating 5 out of 5]

Good book on IT paradoxes as well as some thoughts on solutions for them.

[Mohit Gupta · Rating 4 out of 5]

Enriching ..innumerable real-life examples and lessons from CIOs from large US firms. Much to adapt and learn from...

[Lindsey · Rating 4 out of 5]

I thought this book was going to be so enlightening at first, but it really wasn't. It never gets too deep into any of the paradoxes in any investigative journalist sense, merely documents many anecdotal situations that back up the list of supposed paradoxes (that may or may not expound toward anything useful). So, great, yay we've learned there are paradoxes, but don't expect this book to convey anything useful about what to do about them. I gave it three stars because it was nice to see some of the common IT problems all neatly summed up, at least that much came across very well.

[Sam Motes · Rating 4 out of 5]

The CIO Paradox discusses the competing challenges of leading IT that make the job so challenging. It paints the picture of a true business leader who understands the business plus the table stakes of knowing how IT plays into the needs of the company. Found it a very informative and thought provoking read I would recommend to any leader in IT.

[Alex Devero · Rating 3 out of 5]

Today, technology is what enables a business to be successful. Therefore, IT should be seen as a crucial part of any business strategy. Yet, CIOs are constantly struggling to be taken into consideration. To overcome this CIO paradox, CIOs should look beyond the IT department and focus on how they can influence the entire business and instill an innovative mindset in their team.

[Brent Keck · Rating 4 out of 5]

It seems that there are so many paradoxes that the CIO must deal with that they become one of the most well rounded executives at any business, if they move out of the manager role and into the leader/innovator role. Lot's of good information in this book.

[Tony · Rating 3 out of 5]

Had I been reading the CIO Magazine column there would have been no need to read this book. It could have been shortened and more punchy but it is an interesting read with insights into any large technology department now and what it may be in the future

[Michael Webb · Rating 5 out of 5]

An excellent summary of real-world CIO experience along with discussion of where that role is heading in today's technology landscape. Some excellent advice. I will be sure to revisit the chapter summaries often.

[VENKATRAMAN C K]

excellent stories from the field.

[Lew Sauder · Rating 3 out of 5]

Decent overview of the challenges (via paradoxes) faced by a CIO.

[Sondra · Rating 4 out of 5]

This book provides some interesting ideas to think about if you think you might want to be a CIO.

[Pedro Martinez · Rating 3 out of 5]

Easy reading and well structured Selfcomplacent book for the ones dealing with IT in big corporations.