The CIO paradox is a set of contradictions that lies at the heart of IT leadership. Be strategic and operational. Stay secure and boost innovation. Adopt emerging technologies, while weighed down by the past. Many CIOs have buckled under the CIO paradox, while others have managed to be effective despite it. In working with these successful CIOs over the years, I have found that they all share a common set of practices, philosophies and approaches. We are in the midst of a computing renaissance, when all CIOs will need to raise their game and master this same set of practices. Herewith, three items that should have a permanent place on any CIO's "breaking the paradox" checklist. Most large companies have underinvested in IT for decades. They've spent the bare minimum, and that's been fine, since IT has had to function merely as a "keep the lights on" necessity. As long as the mainframe systems aren't broken, let's not fix them. Today, however, technology innovation is creating a drastic change — across all major industries — in the way customers want to interact with their suppliers. Companies can no longer get away with treating IT as a commodity. These companies face a technical debt, and it's time to pay up. Most CIOs find it relatively easy to convince an executive team to invest in a technology that increases near-term revenue. They find it considerably harder to ask their colleagues to invest in a major infrastructure upgrade that will take 12 months or more before delivering direct business benefit. But all CIOs need to find a way to convince their peers that without these infrastructure investments, they will be mortgaging their company's future. Through visuals, storytelling, and metaphors that resonate with the company's business leaders, CIOs must develop the skill of showing their stakeholders that foundational investments are the table stakes of innovation. If they do not, they will get crushed between the rock and hard-place of legacy technologies and business demand.
