CIOs are qualified to become CEOs because of one outstanding quality that is supported by four demonstrable skills.

More CIOs are reporting to CEOs than ever. And it won’t matter unless CEOs know how to turn their work with CIOs into a partner relationship. But effective CEOs know how to do just that and gain a competitive advantage in doing so.

There are plenty of voices calling for more women to work in technology. But it is more of a fight than an ideology, and it requires intention and integrity, not just inspiration.

CIOs typically shoulder responsibility for technology failure. But CEOs and Boards don’t get a pass. Lack of courage and loss of vision are at the heart of the failure, and CIOs can step up beforehand to change and focus the conversation around business and customer experience, not just bottom lines.

We hear a lot about tactics when it comes to persuasion. Relatability and confidence are more effective; unfortunately, what they mean is often misunderstood.

An evening visit of familiar ghosts teaches the C-Suite a better way to filter budget decisions and cost justification.