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The post Taking the reins of my career and succeeding in the C-Suite through leadership coaching appeared first on CEOWORLD magazine. Think about the last compliment you got from a friend, colleague or even from the boss. How did it feel? Great, right? That’s exactly how I feel every time I connect with my leadership coach – […].
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Today, at large organizations, innovation is the new El Dorado. Chief executives and business unit leaders weave the word innovation into their PowerPoints, hoping it will magically yield better product ideas, or miraculous improvements to existing processes. I’m not (only) mocking the cult of innovation.
Jim Fowler and Jeff Smith talked about peripheral vision in relation to the chiefinformationofficer role (Fowler is currently CIO at General Electric, and Smith was formerly CIO at IBM). “They cared about how I was developing and growing in my career but also as a manager, leader, and communicator.”
But too many organizations are stretching their ChiefInformationOfficers (CIO) too thin. CIOs are being tasked with managing internal business systems, cloud-based services, big data innovation, data security, and the 24x7 needs of global customers who access company data on personal devices. focus and vision.
That is very bad news for their businesses and, not incidentally, for their own careers. Thus, even though both marketing and IT professionals say they want to be more collaborative, meaningful collaboration is unlikely to occur. Worse, each side suspects that the difference is even greater than it is.
And yet when companies suddenly decide to “get more innovative,” starting hackathons, idea competitions, and accelerator programs, they typically forget to address all those things that kill perfectly good ideas after they hatch. Here are six ways to change that. Start with a survey.
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