Cio Quotes

Hiljadu nečijih srećnih časaka biće kao ovaj, ali ovaj nikada više. Hiljadu tuđih ljubavi biće kao ova, ali ova nikada više. Nikada: jedina konačnost. Prvi put znam šta je sreća, osjećam je, vidim, mirišem. Cio svijet i cijela vasiona, nas troje. Nikog drugog osim nas nema.

Snovi su se raspršili, ostala je gola, opora realnost. Ipak, osjećam da bez obzira gdje sada bio, šta radio, bio pijan ili trijezan, pričljiv ili šutljiv, misliš isto što i ja - da na kraju svijeta, u beskraju svemira, postojimo samo nas dvoje, da smo nas dvoje zapravo cio jedan kosmos. Tako će i ostati.

Quello che pensi di te stesso è molto più importante di cio' che gli altri pensano di te.

CIO stands for “Career Is Over.

FA' CIO' CHE VUOI, questo vuol dire che posso fare tutto quello che mi pare?" "No, vuol dire che devi fare quel che è la tua vera volontà, e nulla è più difficile.

Zniosę brutalną siłę, ale brutalny rozsądek jest absolutnie nie do zniesienia. Posługiwanie się nim jest nie fair. To cios poniżej intelektu

Sono dipendente dei tuoi baci. I'm addicted to your kisses. Sei tutto cio' di cui ho bisogno. You're everything I need. Tu sei l'unico per me, you’re the only one for me. Io e te mai soli. You and me, never alone. Lo e te per sempre. You and me, forever. Delaney, bellissima, Delaney, mi vuoi sposare? Will you marry me?

To zabawne, że przez wiele tygodni, miesięcy, a czasem nawet lat człowiek przygotowuje się na koszmar, którego spełnienie jest raczej kwestią ,,kiedy", a nie ,,czy". A potem, kiedy sobie wmawia, że pogodził się już z końcem świata, nagle nokautuje go cios. Pada na ziemię, totalnie przytłoczony stratą, na którą wcale nie był gotowy.

Ten days after Hoffa took the oath of office in 1957, the AFL-CIO kicked out the Teamsters, saying that they could get back in only if they got rid of “this corrupt control” of the union by Jimmy Hoffa and his racketeer union officials. On

Selecting the right measure and measuring things right are both art and science. And KPIs influence management behavior as well as business culture.

Having healthy debating enforces critical thinking principles - increased perspective, less prejudgment, and looking at things from different angles.

The sit-down strikers began to worry about the illegality of their action and the why and wherefore, and it was then the chief of all C.I.O. organizers, Lewis, gave them their rationale. He thundered, 'The right to a man's job transcends the right of private property! The C.I.O. stands squarely behind these sit-downs!' The sit-down strikers at GM cheered.

Rodolphe, koji je, da ubije vrijeme cio dan lunjao šumom, mirno je spavao u svom dvorcu; a spavao je i Leon, dolje, u Rouenu. Jedan ipak nije spavao u tom trenutku. Nad grobom, među jelama, na koljenima je plakao jedan mladić, a grudi mu se, razdirane jecajima, nadimale u tami pod teretom neizmjerne tuge, blaže od mjesečine i dublje od noći.

In cio', ci allineiamo, non si sa quanto consapevoli, a un'idea di fondo, squisitamente barbara, che in teoria non condividiamo, ma in realta' pratichiamo senza nessuna difficolta': il senso delle cose non alberga in un loro tratto originario e autentico, ma nella traccia che da esse sprigiona quando entrano in connessione con altri pezzi di mondo.

Digital synchronization and strategic alignment occur when all parts of the choir sing their respective parts in harmony to achieve a higher purpose.

costs further down the line. CIOs need to act now to close the gap. And it is not just an act of self-preservation; having

The CIO and CFO working together in harmony is the best possible relationship that can generate utmost value for the organization.

Great CIOs are great storytellers, envision and communicate a full-fledged, people-centric digital transformation.

La parte migliore della nostra memoria è fuori di noi, in un alito di vento piovoso, nell'odore di chiuso di una camera o nell'odore d'una prima fiammata, ovunque ritroviamo di noi, cio che la nostra intelligenza, non avendone l'uso, aveva disegnato, l'ultima riserva del passato, la migliore, quella che, quando tutte le nostre lacrime sembravano ancora esaurite, sa farci ancora piangere..

La Lo­te­ría, con su re­par­to se­ma­nal de enor­mes pre­mios, era el único acon­te­ci­mien­to pú­bli­co al que los pro­les pres­ta­ban ver­da­de­ra aten­ción. Era pro­ba­ble que hu­bie­se mi­llo­nes de pro­les para quie­nes la Lo­te­ría fuese la razón prin­ci­pal, si no la única, para se­guir con vida. Era su de­lei­te, su lo­cu­ra, su anal­gé­si­co, su es­ti­mu­lan­te in­te­lec­tual. En lo que se re­fe­ría a la Lo­te­ría, hasta quie­nes ape­nas sa­bían leer y es­cri­bir eran ca­pa­ces de lle­var a cabo in­trin­ca­dos cálcu­los y sor­pren­den­tes lo­gros me­mo­rís­ti­cos. Había toda una tribu de in­di­vi­duos que se ga­na­ban la vida ven­dien­do sis­te­mas, pre­dic­cio­nes y amu­le­tos de la suer­te. Wins­ton no tenía nada que ver con la Lo­te­ría, que se ges­tio­na­ba desde el Mi­nis­te­rio de la Abun­dan­cia, pero sabía (como cual­quier otro miem­bro del Par­ti­do) que los pre­mios eran casi todos ima­gi­na­rios. Solo se pa­ga­ban pe­que­ñas sumas y los ga­na­do­res de los pre­mios gor­dos en reali­dad no exis­tían. En au­sen­cia de ver­da­de­ra co­mu­ni­ca­ción entre una parte de Ocea­nía y otra, no re­sul­ta­ba di­fí­cil ama­ñar­lo.

Where technology acquisition was once the province of the CIO, today it’s the practitioner leading that process, because by the time a CIO typically hears about a project today, a majority of the technology and architectural decisions have already been made.

Fu durante quel percorso verso via Orazio che cominciai a sentirmi in modo chiaro un'estranea resa infelice dalla mia stessa estraneita'. Ero cresciuta con quei ragazzi, ritenevo normali i loro comportamenti, la loro lingua violenta era la mia. Ma seguivo anche quotidianamente, ormai da sei anni, un percorso di cui loro ignoravano tutto e che io invece affrontavo in modo cosi brillante da risultare la piu' capace. Con loro non potevo usare niente di cio' che imparavo ogni giorno, dovevo contenermi, in qualche modo autodegradarmi. Cio' che ero a scuola, li ero obbligata a metterlo tra parentesi o a usarlo a tradimento, per intimidirli.

Just because you are allowed to buy it doesn’t mean you should.

Capturing attention, gaining respect, and building trust are major characteristics you must obtain to acquire effective persuading ability.

Innovation shouldn’t be serendipity. It is a management process and the differentiated business capability.

Applying the right procedures and policies to asset management allows IT to create a realistic budget with few surprises, and keep best practices to adapt to “continuous changes.

Prepare, listen, question, and participate. IT plays a critical role in taking the organization to the next level of digital maturity.

Amplifying digital leadership is not about how loudly you can speak, but how profoundly you can think.

Software quality begins with the quality of the requirements.

Change Management is a journey, not just a one-time project, riding ahead of change curve takes both strategy and methodology.

Innovation happens when you change the game; you bring a different twist to what is currently established and perceived.

Performance metrics are numbers in context, results related to the strategic goals of the business.

In September 1957 the Ethics Committee of the AFL-CIO charged that Dave Beck and Jimmy Hoffa had used “their official union positions for personal profit.” The AFL-CIO further charged that Hoffa “had associated with, sponsored, and promoted the interests of notorious labor racketeers.” The response of the International Brotherhood of Teamsters was to elect Jimmy Hoffa, while under indictment in two federal jurisdictions, to his first term as president. In those tight-reined days, the president was elected not by the rank and file, but by handpicked delegates to the International Convention held every five years. And just to be on the safe side, there were no secret ballots. In his acceptance speech Jimmy Hoffa said, “Let us bury our differences.” How

(Socialist Powers Hapgood)...had become an official in the CIO. There had been some sort of dust-up on a picket line, and he was testifying about it in court, and the judge stops everything and asks him, "Mr. Hapgwood, here you are, you're a graduate of Harvard. why would anyone with your advantages choose the life than you have?" Hapgood answered the judge: "Why, because of the Sermon on the Mount, sir.

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.

No fue el dolor, sino lo in­jus­to del asun­to, lo que aton­tó a Peter. Lo dejó im­po­ten­te. Sólo podía mirar, ho­rro­ri­za­do. Todos los niños reac­cio­nan así la pri­me­ra vez que los tra­tan con in­jus­ti­cia. A lo único que pien­san que tie­nen de­re­cho cuan­do se le acer­can a uno de buena fe es a un trato justo. Des­pués de que uno haya sido in­jus­to con ellos se­gui­rán que­rién­do­lo, pero nunca vol­ve­rán a ser los mis­mos.

There were, however, major differences between the respective upsurges of cooperativism in the 1880s and the 1960s, centered around the fact that the earlier one was part of a broad-based labor movement, unlike the later. Thus, the skilled and semi-skilled cooperators during the 1870s and 1880s explicitly used cooperatives as a way to guarantee employment, and arguably they were more ambitious, with their revolutionary hopes for a cooperative commonwealth. Their ideology, of course, was not the educated middle-class countercultural and anti-authoritarian one of the 1960s’ youth movements but “laborist,” “producerist,” devoted to the Jeffersonian ideal of a republic of free laborers, mostly artisans and craftsmen. Some scholars have argued that this fact proves the Knights of Labor were “backward-looking” rather than truly revolutionary—that the future lay in mass production, not skilled labor or artisanry168—but this criticism seems partly off the mark. It is true that the Knights were hostile to mechanization, just as workers have been in the era of the AFL-CIO, because in both cases it threatened to put them out of a job or to result in the lowering of wages and the deskilling of work. If this aversion to the degradation and mechanization of work is reactionary, so be it. But it is also a source of such revolutionary demands as democratization of production relations, cooperative organization of the economy, public ownership of industry, destruction of the capitalist class and its frequent tool the state, and other hopes cherished by millions of workers in the late nineteenth century.

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.

In a recent speech Walter Reuther told of a visit to the new automatically operated Ford plant in Cleveland. Pointing to the robots, his host asked him, “How are you going to collect union dues from those guys?” The C.I.O. president … returned an equally pertinent question: “And how are you going to get them to buy cars?

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

Uma geração atrás, o número cada vez menor de nascimentos de crianças vivas entre os herero era um assunto de grande interesse para os médicos de toda a África meridional. Os brancos preocupavam-se, de tal modo como se o gado estivesse atacado de peste bovina. Uma coisa desagradável, ver a população subjugada diminuindo daquele jeito anos após ano. O que é uma colônia sem seus nativos de pele escura? Que graça tem, se todos eles vão morrer? Apenas uma ampla extensão de deserto, sem criadas, sem trabalhadores rurais, sem operários para a construção civil e as minas - peraí, um minuto, é ele sim, Karl Marx, aquele velho racista manhoso, escapulindo de fininho, com os dentes trincados, sobrancelhas arqueadas, tentando fazer de conta que é só uma questão de Mão-de-Obra Barata e Mercados Internacionais... Ah, não. Uma colônia é muito mais que isso. A colônia é a latrina da alma européia, onde o sujeito pode baixar as calças e relaxar, gozando o cheiro de sua própria merda. Onde ele pode agarrar sua presa esguia rugindo com todas as forças sempre que lhe der na veneta, e beber-lhe o sangue com prazer incontido. Não é? Onde ele pode chafurdar, em pleno cio, e entregar-se a uma maciez, uma escuridão receptiva de braços e pernas, cabelos tão encarapinhados quanto os pêlos de sua própria genitália proibida. Onde a papoula, o cânhamo e a coca crescem luxuriantes, verdejantes, e não com a cores e o estilo da morte, como a cravagem e o agárico, as pragas e os fungos nativos da Europa. A Europa cristã sempre foi morte, Karl, morte e repressão. Lá fora, nas colônias, pode-se viver a vida, dedicar-se à vida e à sensualidade em todas as suas formas, sem prejudicar em nada a Metrópole, nada que suje aquelas catedrais, estátuas de mármore branco, pensamentos nobres... As notícias nunca chegam lá. Os silêncios aqui são tão amplos que absorvem todos os comportamentos, por mais sujos e animalescos que sejam...

«Le strade di Fantàsia», disse Graogramàn, «le puoi trovare solo grazie ai tuoi desideri. E ogni volta puoi procedere soltanto da un desiderio al successivo. Quello che non desideri ti rimane inaccessibile. Questo è ciò che qui significano le parole 'vicino' e 'lontano'. E non basta volere soltanto andar via da un luogo. Devi desiderarne un altro. Devi lasciarti guidare dai tuoi desideri.» «Ma io non desidero affatto andarmene da qui», ribatté Bastiano. «Dovrai trovare il tuo prossimo desiderio», replicò Graogramàn in tono quasi severo. «E quando l'avrò trovato», fece Bastiano di rimando, «come potrò andarmene da qui?» «Ascolta, mio signore», disse Graogramàn a voce bassa, «in Fantàsia c'è un luogo che conduce ovunque e al quale si può giungere da ogni parte. Viene chiamato il Tempio delle Mille Porte. Nessuno lo ha visto dall'esterno, perché non ha un esterno. Il suo interno consiste in un labirinto di porte. Chi lo vuole conoscere deve avere il coraggio di inoltrarsi in quel labirinto.» «Ma come è possibile, se non ci si può avvicinare dall'esterno?» «Ogni porta», continuò il leone, «ogni porta in tutta Fantàsia, persino una comunissima porta di cucina o di stalla, sicuro, persino l'anta di un armadio, può in un determinato momento diventare la porta d'ingresso al Tempio delle Mille Porte. Passato quell'attimo, torna a essere quello che era, una porta qualsiasi. Perciò nessuno può passare per più di una volta dalla stessa porta. E nessuna delle mille porte riconduce là da dove si è venuti. Non esiste ritorno.» «Ma una volta che si è dentro», domandò Bastiano, «si può uscirne?» «Sicuro», rispose il leone, «però non è così facile come nei soliti edifici. Perché attraverso il labirinto delle Mille Porte ti può guidare solo un vero desiderio. Chi non lo ha è costretto a continuare a vagarci dentro fino a quando sa esattamente che cosa desidera. E questo talvolta richiede molto tempo.» «E come si fa a trovare la porta d'ingresso?» «Bisogna desiderarlo.» Bastiano rifletté a lungo e poi disse: «È strano che non si possa semplicemente desiderare quello che si vuole. Ma, per la verità, da dove ci vengono i desideri? E che cos'è un desiderio?» Graogramàn guardò il ragazzo a occhi spalancati, ma non rispose. Qualche giorno più tardi ebbero un altro colloquio molto importante. Bastiano aveva mostrato al leone la scritta sul rovescio dell'amuleto. «Che cosa può significare?» domandò. «FA' CIO' CHE VUOI, questo vuol dire che posso fare tutto quello che mi pare, non credi?» Il volto di Graogramàn assunse d'improvviso un'espressione di terribile serietà e i suoi occhi divennero fiammanti. «No», esclamò con quella sua voce profonda e tonante, «vuol dire che devi fare quel che è la tua vera volontà. E nulla è più difficile.» «La mia vera volontà?» ripeté Bastiano impressionato. «E che cosa sarebbe?» «È il tuo più profondo segreto, quello che tu non conosci.» «E come posso arrivare a conoscerlo?» «Camminando nella strada dei desideri, dall'uno all'altro, e fino all'ultimo. L'ultimo ti condurrà alla tua vera volontà.» «Ma questo non mi pare tanto difficile.» «Di tutte le strade è la più pericolosa», replicò il leone. «Perché?» domandò Bastiano. «Io non ho paura.» «Non è di questo che si tratta», ruggì Graogramàn, «ciò richiede la massima sincerità e attenzione, perché non c'è altra strada su cui sia tanto facile perdersi definitivamente.»

In 1964 the fear & loathing of Barry Goldwater was startling. Martin Luther King, Jr., detected “dangerous signs of Hitlerism in the Goldwater campaign.” Joachim Prinz, president of the American Jewish Congress, warned that “a Jewish vote for Goldwater is a vote for Jewish suicide.” And George Meany, head of the AFL-CIO, saw power falling into “the hands of union-hating extremists, racial bigots, woolly-minded seekers after visions of times long past.” On Election Day Goldwater suffered a devastating defeat, winning only 41 electoral votes. It was the judgment of the establishment that Goldwater’s critique of American liberalism had been given its final exposure on the national political scene. Conservatives could now go back to their little lairs and sing to themselves their songs of nostalgia and fancy, and maybe gather together every few years to hold testimonial dinners in honor of Barry Goldwater, repatriated by Lyndon Johnson to the parched earth of Phoenix, where dwell only millionaires seeking dry air to breathe and the Indians Barry Goldwater could now resume photographing. But then of course 16 years later the world was made to stand on its head when Ronald Reagan was swept into office on a platform indistinguishable from what Barry had been preaching. During

Ale obawa śmierci przemogła pragnienie powrotu, że jął się błąkać bez celu i często przymierając głodem. Bowiem z początku nie udawały mu się polowania: zawodził go stępiony węch i nie dopisywał wzrok. Nie umiał skoku przemieniać w niechybny cios. Nie rozumiał się na podstępach. Nie znał obyczajów puszczy, ni jej praw. Gonił za wszystkiem niby młody, głupi wy-żeł. Nie potrafił tropić, ni cierpliwi...e, godzinami czołgać się za łupem. Zdradzał się szczekaniem. Rozbijał się po lasach, jakby cielę w pustej oborze, Wyszczekiwał na wiewiórki, rzucające w niego szyszkami. Uganiał się za mysikrólikami, aż sowy śmiały się po dziuplach, a cała puszcza śledziła go z niepokojem, bo płoszył, trwożył i mordował, co mu wpadło w pazury. Pilnowało go tysiące ślepiów, przyczajonych w gąszczach, na czubach drzew i pod niebem wysokiem. — To tylko pies, głupi ludzki piesi Nie bójcie się. — Huczały niekiedy puhacze. — Śmierdzi dymem i padliną — krakały kruki, nie spuszczając go z oczów, a jakieś szczekliwe chichotania rozlegały się jak echa. — Podwórzowy zbój! Zbójt Kurołapl Zbój! — Żywi się naszym kosztem! — oburzały się wilki, tropiące za nim zdaleka. — Fora ze dwora! Fora ze dwora! — wydzierała się stara sroka, chowana kiedyś przez ludzi, której się nagle przypomniały nauczone dawno wyrazy. Zaszczekał na nią zajadle i zaczął skakać ku gałęzi, na której siedziała. — Głupi! Głupi! Głupi! — zanosiła się wrzaskliwie, bijąc skrzydłami z uciechy.

Betsy didn’t want to be at the party any more than Cole did. She’d met the birthday girl in a spin class a couple of years earlier and had been declining her Evites ever since. In an effort to meet new people, however, this time Betsy replied “Yes.” She took a cab to the party, wondering why she was going at all. When Betsy met Cole there was a spark, but she was ambivalent. Cole was clearly smart and well educated, but he didn’t seem to be doing much about it. They had some nice dates, which seemed promising. Then, after sleeping over one night and watching Cole wake up at eleven a.m. and grab his skateboard, Betsy felt less bullish. She didn’t want to help another boyfriend grow up. What Betsy didn’t know was that, ever since he’d started spending time with her, Cole had regained some of his old drive. He saw the way she wanted to work on her sculptures even on the weekend, how she and her friends loved to get together to talk about their projects and their plans. As a result, Cole started to think more aspirationally. He eyed a posting for a good tech job at a high-profile start-up, but he felt his résumé was now too shabby to apply. As luck would have it—and it is often luck—Cole remembered that an old friend from high school, someone he bumped into about once every year or two, worked at the start-up. He got in touch, and this friend put in a good word to HR. After a handful of interviews with different people in the company, Cole was offered the position. The hiring manager told Cole he had been chosen for three reasons: His engineering degree suggested he knew how to work hard on technical projects, his personality seemed like a good fit for the team, and the twentysomething who vouched for him was well liked in the company. The rest, the manager said, Cole could learn on the job. This one break radically altered Cole’s career path. He learned software development at a dot-com on the leading edge. A few years later, he moved over and up as a director of development at another start-up because, by then, the identity capital he’d gained could speak for itself. Nearly ten years later, Cole and Betsy are married. She runs a gallery co-op. He’s a CIO. They have a happy life and gladly give much of the credit to Cole’s friend from high school and to the woman with the Evites.

Upoznah se tada i sa nekom jevrejkom, madamom Eli, koja je imala jedno krasno dijete, malu „Rizi“ (Rakelu). Anđeoska glava tog djeteta silila je na ulici mimoprolaznike da se za njom obziru. Bilo joj je sedam godina, a imala je nesreću da je na jednu nogu malo hramala. Pogodim se sa gospođom Eli, da ću joj naslikati kćerkicu. Bila je velika zima te godine u Parizu : jaka studen i mrazevi. Gospođa Eli je stanovala dosta daleko od mog ateljea, na drugoj strani varoši, te je stoga nemoguće bilo da mala dolazi k meni svakog dana u deset sati izjutra. Dogovorimo se, prema tome, da će Rizi noćivati kod mene u ateljeu, tako da bih je zarana imao na raspoloženju. Mala je spavala kraj mene, kao moje rođeno dijete. Majka bi danju došla da je obiđe. Rizi je sa mnom objedovala, a večeravali smo svi zajedno kod njene majke. Jednoga večera poveo sam Riziku sa sobom u tadašnju kafanu „Šale“, kod zvjezdarnice. Bio je to neki sasvim diskretan „cafe chantant“, koji je poslije zatvoren. Kad je predstava bila već pri kraju i publika počela da se razilazi, primjetim kod vrata neki naročiti kikot i gungulu. Kad sam se s djetetom progurao do izlaza, imao sam šta da vidim ! Kako bi ko izašao, nilo muško, bilo žensko, ili oboje zajedno, poklizili bi i ljosnuli na tle. Popustila zima, pa mjesto snijega, sipila sitna kiša, te se uhvatila tanka poledica. Tlo se, do duše, pod fenjerskom svjetlošću laštilo, ali na led niko ni promišljao nije, i otuda graja i veselost pred izlazom. Neki od gostiju poskakali u kočije, ali je većina morala kući pješke, i tako sklizanju i padanju nije bilo kraja. Pobojah se da i ja s malom ne odmjerim trotoar, pa u tren oka smislim kako da se ispomognem. Skinem s vrata svoju vunenu kravatu, te je obavijem oko jedne cipele, a drugu cipelu obavijem maramom. Malu dignem u naručje, i na taj način srećno prevalimo cio put i stignemo do ateljea. Ubrzo dogotovih i Riziku. Njena je majka bila vrlo zadovoljna s mojim radom, pa da bi joj lakše bilo, isplatila mi pola honorara „u naturi“, a pola u novcu. Dobih tako pedeset butelja čuvenog vina „Lacrima Christi“, koje i sama bijaše na dar dobila od nekog pomorskog kapetana, rodom iz Napolja. To je vino bilo tako dobro, da ga je gaspar Medo vrlo rado pijuckao, pa je za svog poslednjeg boravka u Parizu dolazio skoro svaki dan k meni, „na čašu vina i čašu razgovora“.

I jos jednom se javi misao s kojom je sto puta zaspao,nejasna,nikada do kraja domisljena, a uvredljiva i jadna misao: zasto je put do zene tako vijugav i tajan,i zasto on sa svojom slavom i snagom ne moze da ga predje, a prelaze ga svi gori od njega? Svi,samo on, u silnoj i smijesnoj strasti, cio svoj vijek pruza ruke kao u snu. Sta zene traze?

In response, BEA launched an innovative program to put the company’s experts at the heart of its best customers’ IT organizations. BEA created Global Service Executives (GSEs) who were responsible for all services across education, consulting, and support. A portion of their compensation was based on customers’ ongoing success and full utilization of all purchased products. In addition, a client architect was placed on-site at strategic accounts, reporting to the customer’s CIO. These roles were in position to see customers’ needs from the inside and to help customers create strategy and road maps. Use proactive services to extend

Good CIOs are hard to find. Even if you can find one, it may take as much as a year for a CIO new to the company to learn the company environment and become an effective leader.

Your many successes are invisible; your few mistakes are highly visible.

When we are no longer able to change a situation, we are challenged to change ourselves.

To be truly strategic, CIOs need to think about how value is created. Many are good at cost cutting, but this is almost by definition a backward looking exercise—optimizing something that is already in place. This is not strategic. CIOs need to think about what future possibilities there are to leverage technology for new value and top-line growth. This is what differentiates the strategic CIO.11

Too many CIOs get mired in day-to-day firefighting.” He adds, “First, a CIO must think about simplification of technology to create space for his or her team to think about value creation. There is no value creation in firefighting.

While both Agile and CCPM offer ways to aggregate risk, CCPM advocates elevating this risk to the project and portfolio levels whenever beneficial, and whenever acceptable to the customer. In contrast, Agile focuses its risk aggregation on the scrum team, ignoring the benefits of aggregating risk to the highest level feasible. There’s no reason Agile projects can’t also benefit by aggregating the risk beyond the scrum team, to the project level.

Interestingly, Agile’s scrum-team approach has its own way of aggregating some execution risk. For example, in a traditional “single task owner” approach, the risk of execution is not aggregated at all, leaving that task owner to add a lot of task-level buffer to self-insure and deliver on his commitment. In contrast, a 5-person scrum team aggregates the risk that any single individual will make slow progress, as the other four team members can often make up the deficit. But why aggregate only up to the scrum-team level? Taking a lesson from the insurance industry, the more that risk can be aggregated, the easier it is to manage. Applied to projects, this will nearly always mean that it’s better to aggregate risk at the project level. As a result, an Agile project can improve speed by avoiding sprint-level commitments.

Damon Silvers, an AFL-CIO attorney and a member of the panel, was grilling me about PPIP, trying to get me to admit it was a heads-Wall-Street-wins-tails-taxpayers-lose scam, when the cross-examination took a personal turn. “Let me stop you right there,” Silvers said. “What I don’t get—and I practice law, and you’ve been in banking—is a deal—” “I’ve never actually been in banking,” I interrupted. “Well, a long time ago,” he said. “Actually, never,” I replied. “Investment banking,” Silvers retorted. “Never investment banking,” I said. “I’ve spent my entire life in public service at the Treasury and the Federal Reserve.” “All right,” Silvers conceded. “Very well then.” And then he continued his attack on PPIP as a shocking handout to financial interests.

PowerPoint se ha convertido en el enemigo de la claridad Paul Gillin, editor en jefe de SearchCIO.com

I would argue that my Chicago study sustains Putnam’s emphasis on the importance of dynamic social capital – extensive opportunities for interaction through ethnic organizations, churches, neighborhoods, factory floors, and the like – for workers’ successful mobilization as unionists, voters, and citizens. But it also demonstrates that institutions and local leaders matter as well. Here I refer not to bigwigs sitting in Washington or Pittsburgh, but rather to the dozens, probably hundreds, of human spark plugs who coaxed thousands of Chicago workers into political motion. I doubt very much that without the guiding hand of CIO organizers – many of them committed communists – and other locally based political activists of the 1930s, ordinary workers would have been able to turn their resource bank of social capital into winning political currency.

If you can figure out what CIOs at five different companies care about, chances are you can use that information to predict what other CIOs at similar companies care about as well.

These bridging roles may soon become the responsibility of every manager. “I believe,” said Markus Nordlin, CIO of Zurich Insurance, “that the successful leaders of tomorrow, in any business or industry, are going to be true hybrid professionals who have spent some time in IT but have shifted to operations and vice-versa.

the right way to discuss IT performance and value is to focus on IT's contributions to business performance and business outcomes, and not on the performance of IT's machines.

Lots of IT organizations have metrics that say, 'We're 99.99 percent on uptime, we're fast.' The plumbing is wonderful, but nobody cares.

calling colleagues "customers" puts a wedge between IT and the rest of the business.

My father couldn’t believe what the soldier was telling him in that phone call: “Come on, Walter, what do you mean they’re diamond dealers?” “Mr. Rogers, let me be certain: our town is overrun! There are thousands! I have arrested many! Some are drunk, and when I ask from where they are coming they all say that secret place, that place in the bush where they have beer, that place they call Drifters!” Dad felt a flush of outlaw pride—followed by something approximating panic. The last thing he needed was Walter and his CIO comrades raiding his lodge. But Walter must have sensed his concern. “Don’t worry, Mr. Rogers,” he said quietly, conspiratorially. “I instruct them to keep very quiet about your place. Very quiet …” He pressed a finger to his lips. It wasn’t hard to meet a diamond dealer at Drifters. You just had to walk into the bar. I

In fact, when I came to Detroit, Coleman Young had just become a hero in the black community because he had stood up against the House Un-American Activities Committee, declaring, “If being for human rights makes me a Communist, then I’m a Communist.” Like most of his friends Jimmy was aware that the American Communists had provided indispensable leadership in the struggle against Jim Crow and to create the unions: it was the intervention of the Communist Party that stopped the legal lynching of the Scottsboro Boys, and the CIO (Congress of Industrial Organizations) would probably not have been organized in the 1930s without the active participation of Communist Party members. At the shop and community level Jimmy worked with Communists as comrades; they were his coworkers, friends, and neighbors. During World War II he participated with black members of the Communist Party in sitdown strikes to protest union and management discrimination against black workers. During the Reuther-led witchhunt, when management and the union tried to get rid of radicals, he mobilized black workers to support Van Brooks, a Chrysler-Jefferson coworker and Communist Party member. He was very conscious that without the existence of the Soviet Union and its opposition to Western imperialism, the struggles of blacks in this country for civil rights and of Third World peoples for political independence would have been infinitely more difficult. Jimmy was not unaware of the atrocities that had been committed by the party and Stalin. However, what mattered to him was not the party’s or the Soviet Union’s record but where people stood on the concrete issue at hand, and he was grateful to the party because, as he used to say, “It gave me the fortitude to stand up against the odds.” Like other politically conscious blacks of his generation he recognized that without the Communists it would have taken much longer for blacks to make the leap from being regarded as inferior to being feared as subversive, that is, as a social force.

For the last decade, like clockwork, new CIOs would come and go every two years. They stay just long enough to understand the acronyms, learn where the bathrooms are, implement a bunch of programs and initiatives to upset the apple cart, and then they’re gone. CIO stands for “Career Is Over.” And VPs of IT Operations don’t last much longer.

Thirty-six House incumbents with ratings from the AFL-CIO’s Committee on Political Education of seventy-five or higher were defeated—especially traumatic since Republicans had filibustered labor’s fondest legislative wish: a repeal of the right-to-work provision of the 1947 Taft-Hartley Act. Union members voted for politicians who weakened their unions because the Democrats supported civil rights.

Chi non ha mai assaporato il profumo inebriante del potere non puo' immaginare l'improvvisa scarica di adrenalina che irradia il corpo da capo a piedi, che scatena l'armonia dei gesti, che cancella ogni fatica e ogni realta' contraria al vostro piacere, l'estasi della sfrenata potenza di chi ormai non deve piu' lottare, ma soltanto godere di cio' che ha conquistato, gustandosi all'infinito l'ebbrezza di incutere timore.

Poco alla volta, si protese verso di lui e gli prese la destra. "Ovunque andrai, tienimi con te" sussurro'. "Non saro' un peso, te lo giuro. Faro' cio' che vuoi..." Gli guido' la mano sotto la casacca e la camicia, sulla pelle nuda. Manente si umetto' le labbra perche' senti' sotto le dita un seno, piccolo, delicato, e il cuore della ragazza affannato come un cardellino in gabbia. Fu attraversato da un brivido. "Selvaggia, no..." tento' di protestare, con la voce gia' roca "Non con uno come me." Non doveva andare in quel modo: lei era cosi' giovane, ancora innocente, fragile, l'avrebbe rovinata solo a toccarla. Selvaggia non gli presto' ascolto ma si spinse ancora piu' vicina. Accosto' il viso al suo. "Tienimi con te, ti prego..." Manente avrebbe potuto respingerla con la mano che le teneva gia' addosso e invece non ne trovo' la forza. Il suo braccio si piego', cedendo al movimento della ragazza; le sue dita premevano sulla pelle calda. Quando Selvaggia gli poso' le labbra sulle sue in un bacio inesperto, l'intero corpo reagi'. Manente chiuse gli occhi per un istante, mentre la frenesia gli conquistava il cervello. Eppure non era solo il desiderio carnale ad accendergli quel fuoco dentro. Era piuttosto la promessa contenuta in quel bacio cosi' maldestro ma accompagnato da lacrime sincere: la promessa di un affetto, di un legame, di una vita da trascorrere non piu' in solitudine come un cane randagio. Una vita da uomo.

E gozou-a, gozou-a loucamente, com delírio, com verdadeira satisfação de animal no cio. E ela também, ela também gozou, estimulada por aquela circunstância picante do ressentimento que os desunia; gozou a desonestidade daquele ato que a ambos acanalhava aos olhos um do outro; estorceu-se toda, rangendo os dentes, grunhindo, debaixo daquele seu inimigo odiado, achando-o também agora, como homem, melhor que nunca, sufocando-o nos seus braços nus, metendo-lhe pela boca a língua úmida e em brasa.

The CIO needs to be an enterprise ‘polyglot,’ to master both business language and IT terminology, and beyond.

IT delivery is about People, Process, and Technology.

Digital IT is all about speed, agility, and flexibility.

The future of digital organizations is to be complex enough to act intelligently and nimble enough to adapt to the change promptly.

IT needs to be running in a proactive digital mode, rather than in a reactive industrial mode.

IT can coordinate all necessary business elements, either hard or soft, to orchestrate a digital symphony.

Change Management can become more successful with people at the core of change, the cause of changes and the purpose of change.

IT more often needs to play a pivotal role in discovering the path to strategy implementation.

CIOs need to be IT evangelists and learn to sell, speak business.

One of the most influential aspects of people's psychology is how they perceive the world around them and how they relate to it.

A problem-solving mind focuses on keeping the end in mind, to solve PROBLEMS in optimal ways.

The right people have the right mindsets, they are high-positive, high-innovative, high-influential and high-mature.

IT agility is a mentality, culture, process, and perspective.

A multi-dimensional IT creates multi-level values to the business as a whole.

A strategic IT is a silver lining for a high-performing business.

IT needs to be the super-glue to bridge business silos and enable holistic decision-making.

IT needs to transform from a big fat silo to the digital fit brain of a modern organization.

A strategy is a combination of an origin, a destination, and a route to get from origin to destination.

Make the strategy a living thing, which can breathe life into people and the culture.

The success of strategy management undoubtedly lies in the “timely execution.

If organizations measure the input to the strategy implementation, but not the output, it’s a recipe for disaster.

The pervasive digitalization or IT consumerism requires the balance of the “old experience” and the “new way to do things,” the “learning and doing.

CIOs must shift focus from internal customers to external customers. IT must shift focus from providing service to providing value. Everything is moving to the cloud; CIOs must assume a “cloud first” mentality. Innovation is more than new technology—it's also about change management, enabling new processes, and hiring the best talent. CIOs need to work closely with the business to create innovation that drives real value. CEOs expect more from their CIOs than ever before. CIOs must deliver on a higher set of expectations, or they will be replaced. CIOs must shift from a measurement mentality to a value creation mentality. CIOs must shift focus from historical data to real-time information. Today, IT is all about creating real business value. All business is digital. All business. When IT has a bad day, the business has a bad day. IT still matters. It matters to the top line and to the bottom line. IT matters more than ever because IT is everywhere in the business. Without IT, you're out of business. CIOs need to step up, raise the bar, and elevate their game to meet the challenges of the big shift. I hope you enjoy reading this book and find it a useful addition to your library. It's the fourth book I've authored on the topic of

With innovation, sometimes you have to stub your toe.

Speed = Innovation × Simplicity.

You will also note that I try to avoid referring to “the business” as something that is separate from IT. It is still quite common for CIOs to refer to the rest of the organization as “the business,” but again it suggests a distance between what it does and where true business value is created. The IT team must think of itself as part of the business. Therefore, I like to refer to “IT and the rest of the organization,” and to the CIO and his or her colleagues in other divisions as “the IT team and colleagues outside of IT.” Words matter, and this is a message I have been hammering home with my CIO clients extensively for the past few years.

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.

It is what the “I” stands for - Information, Innovation, Insight, Improvement, or Influence, that needs to be represented by CIOs in the Boardroom.

Khader aveva cercato di spiegarmi che ogni uomo ha la possibilita di cambiare il proprio destino. Avevo sempre pensato che il fatto fosse immutabile: determinato al momento della nascita e fisso come le orbite delle stelle. All'improvviso compresi che la vita e molto piu bella e complessa. La verita e che fortuna e sfortuna non contano, e non importa cio che stai facendo: puoi cambiare completamente la tua vita con un solo pensiero, con un solo gesto d'amore.

Since technologies change so quickly, it is necessary to have overarching policies that can manage the various information technology (IT) platforms that an organization may use.