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.

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.

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.

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

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.

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..

(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.

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.

Software quality begins with the quality of the requirements.

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.

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

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.

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.

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

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.

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?

«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.»

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...

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“.

A second effort to debilitate the unions occurred soon after with the purge of Communists from unions, and government pressure on the two major union federations, the American Federation of Unions (AFL) and Congress of Industrial Organizations (CIO), to eject the Communist-Socialist led unions from their ranks, which they did.

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.

To turn [a] progressive vision for security into reality, the CIO and CISO both need a seat at the decision-making table.

The change will come fast in this country. Both the CIO and the AFL are setting up co-ops for their members, and you can be sure they aren’t going to be non-political. In my old country one in five of the population is a co-op member, and it would never cross the mind of anybody that the co-ops and the Social-Democratic party were anything but the same movement, one in the economic and the other in the political sphere.

Surprisingly, this divergence continues despite the deep influence of Agile and Lean thinking on general—that is, non-IT—management. The disciplines continue to evolve separately even though corporate strategy is increasingly about both agility and IT strategy. The two worlds do not converge, even though IT leadership books advise CIOs to pull themselves closer to strategy formulation and claim a “seat at the table.” But while the other C-level executives around the table are discussing the need for agility, senior IT leaders, eager to gain or retain a seat at the strategy table, are pursuing the path of demonstrating the value of IT ... by locking in old-school practices that encourage rigidity.

Christopher Elwell brings a wealth of experience and expertise to the table. Based in Woburn, he focuses on solving intricate IT puzzles, securing networks, and driving compliance with cyber regulations. Christopher's ultimate professional goal is to become a CIO.

Consider McCormick Foods, a 126-year-old company that sells herbs, spices, and condiments. By 2010, the company’s traditional growth strategies had run their course. McCormick had already expanded into a full range of food seasonings and established a foothold up and down its supply chain, including operations in farming and food preparation. The company was running out of growth options. CIO Jerry Wolfe heard about Nike’s move into platform-building. Could McCormick do the same? Wolfe reached out to Barry Wacksman, a partner at R/GA, a leading New York design firm that had helped Nike design its platform. Together, they hit on the idea of using recipes and taste profiles to build a food-based platform. Wolfe and Wacksman used McCormick’s taste laboratories to distill three dozen flavor archetypes—such as minty, citrus, floral, garlicky, meaty—that can be used to describe almost any recipe. Based on personal preferences, the system can predict new recipes an individual is likely to savor. Members of the McCormick platform community can modify recipes and upload the new versions, creating ever-expanding flavor options and helping to identify new food trends, generating information that’s useful not only to the platform’s users but also to managers of grocery stores, food manufacturers, and restaurateurs.18

the most interesting implication of AWS was that it changed not just the way computing power was bought, but who was buying it. In the traditional world, IT decisions were made by people near the top of the organization—the CIO or the CFO.

Research on those with the intention and sense of having the ability to start one’s own business (entrepreneurial intention) has tended to identify a “heroic,” extraverted, not-very-sensitive type. However, HSPs have also been found to have a strong entrepreneurial intention, being skilled at recognizing opportunities (depth of processing, aware of subtle stimuli, creativity, etc.) and motivated to be self-employed and manage their own energy and resources— something I discuss in the chapter on work. Finally, John Hughes, an interim CIO and an author on best practices for CEOs, has written on the reasons HSPs make exceptional leaders. First, they notice what others miss, having a greater sense of what is happening for their team. Second, they prefer to process more than simply to take action, often standing back to let others on their team receive credit. Third, and most important, they exhibit what is called “resonant leadership,” obtaining a “feel” for what is going on, often nonverbal, so that they lead with understanding and empathy. Such leaders tend to “say and do the right things at just the right time. This isn’t luck or magic, it’s their innate ability to feel deeply, process richly, and patiently consider the right words and actions for the moment.

Musisz mieć dość siły, by zadawać cios za ciosem, cios za ciosem, nie poddając się znużeniu. To pierwsza rzecz, jakiej musisz się nauczyć - jak wykrzesać z siebie te siłę.

Nell'uf­fi­cio po­sta­le si di­res­se di­ret­ta­men­te all'im­pie­ga­to: "Sto aspet­tan­do una let­te­ra ur­gen­te," dis­se. "Per via ae­rea." L'im­pie­ga­to cer­cò nel­le ca­sel­le clas­si­fi­ca­te. Quan­do ter­mi­nò di leg­ge­re ri­po­se le let­te­re nel­lo scaf­fa­le ma non dis­se nul­la. Si stro­fi­nò le mani e ri­vol­se al co­lon­nel­lo un'oc­chia­ta si­gni­fi­ca­ti­va. "Do­ve­va ar­ri­va­re oggi sen­za fal­lo," dis­se il co­lon­nel­lo. L'im­pie­ga­to scrol­lò le spal­le. "L'uni­ca cosa che ar­ri­va sen­za fal­lo è la mor­te, co­lon­nel­lo.

Pero la transformación radical es la clave.

Hagas lo que hagas, sé que el resultado será pre-cio-so. El pentagrama es tuyo y puedes hacer lo que quieras con él. ¡Todo mi amor y mi apoyo!

I have often pointed out to students that the Jim Crow order had a specific and relatively brief life span. It was not completely consolidated until the end of the first decade of the twentieth century. All of my grandparents were fully sentient and aware of their social environments, if not full adults, before the order's features took definite shape and assumed the form of normal politics and everyday life. And during the roughly three decades or so between the regime's consolidation and its slow, painful unraveling, the system was placed under considerable strain and reorganized internally by the Great Migration of black people out of the South or to cities within it, the Great Depression and the New Deal, the emergence of the industrial unions of the Congress of Industrial Organizations (CIO) and the war. And in large and small ways, black people never stopped challenging its boundaries and constraints–from the struggle over its imposition to its eventual defeat.

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.

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

You have to teach them the value of IT before they are willing or able to build IT into a business case. This is an uphill battle. It took me three months to convince my company to fund one small analytics workshop. They think we just want to spend money.

As CIO, I know that part of IT's job is to fulfill requests, but our real job is to understand the business and come up with innovative ideas.

I never talk to candidates about their CVs," says Dan Olley, EVP of product development and CIO of Elsevier, the global information solutions provider. "They can write and I can read; we know that." Rather than focus on skills and experiences, Olley interviews for two raw capabilities: "Clear thinkers—people who can cut through day-to-day ambiguity to create clarity on how to move forward; and strategic pragmatists—people who are strategic enough to make a plan but pragmatic enough to know that they might not implement all of it.

We are seeing an emerging workforce of self-helpers," says Jim Fowler, CIO of GE. "Regardless of their discipline, college graduates are coming into our companies and creating models, spreadsheets, and even advanced analytical tools. They come in with the assumption that they don't need an IT organization—they can figure out how to digitize their work themselves. How do CIOs stay relevant in this world of self-helpers? They need to provide the right platforms and guardrails to these workers. They need to be seen as a catalyst and not a speed bump.

Every company is becoming a software company because the products that people are using have some element of software in them," says Jim DuBois, CIO of Microsoft. "This makes the integration between IT and the product organization much more important for disruptive breakthroughs; there is very little that IT or product can do alone.

Product management is different in digital than in IT," says Donagh Herlihy, EVP of digital and CIO at Bloomin' Brands. "In IT, your business partners define their requirements. In digital, you don't have that luxury; you define requirements yourself based on deep consumer insight." This

As anyone who has moved to an iterative development model will tell you, it takes two to be Agile. If

THE CHARM OF THE STONES CONSECRATED TO DIANA To find a stone with a hole in it is a special sign of the favour of Diana, He who does so shall take it in his hand and repeat the following, having observed the ceremony as enjoined: — Scongiurazione della pietra bucata. Una pietra bucata U ho trovato; Ne ringrazio il destin, E k) spirito che su questa via Mi ha portata, Che passa essere il mio bene, E la mia buona fortuna! Mi alzo la mattina al alba, E a passegio me ne vo Nelle valli, monti e campi, La fortuna cercarvo Della ruta e la verbena, Quello so porta fortuna Me lo tengo in senno chiuso £ saperlo nessuno no le deve, £ cosi cio che commendo, " La verbena far ben per me ! Benedica quella strege! Quella fata che mi segna!" Diana fu quella Che mi venne la notte in sogno E mi disse : " Se tu voir tener Le cattive persone da te lontano, Devi tenere sempre ruta con te, Sempre ruta con te e verbena!" Diana, tu che siei la regina Del cielo e della terra e dell* inferno, E siei la prottetrice degli infelici, Dei ladri, degli assassini, e anche Di donne di mali afifari se hai conosciuto, Che non sia stato V indole cattivo Delle persone, tu Diana, Diana li hai fatti tutti felici! Una altra volta ti scongiuro Che tu non abbia ne pace ne bene, Tu possa essere sempre in mezzo alle pene^ Fino che la grazia che io ti chiedo Non mi farai! THE CHARM OF THE STONES Invocation to the Holy-Stone} I have found A holy-stone upon the ground. O Fate! I thank thee for the happy find, Also the spirit who upon this road Hath given it to me; And may it prove to be for my true good And my good fortune I I rise in the morning by the earliest dawn, And I go forth to walk through (pleasant) vales. All in the mountains or the meadows fair, Seeking for luck while onward still I roam, Seeking for rue and vervain scented sweet, Because they bring good fortune unto all. I keep them safely guarded in my bosom, That none may know it—'tis a secret thing. And sacred too, and thus I speak the spell: " O vervain ! ever be a benefit, And may thy blessing be upon the witch Or on the fairy who did give thee to me ! " It was Diana who did come to me, All in the night in a dream, and said to me: " If thou would'st keep all evil folk afar, Then ever keep the vervain and the rue Safely beside thee I" I hole ii . But such a slone is IS really a claim to the ARADIA Great Diana I thou Who art the queen of heaven and of earth, And of the inferna! lands—yea, thou who art Protectress of all men unfortunate, Of thieves and murderers, and c Who lead an evil life, and yet hast known That their nature was not evil, thou, Diana, Hast still conferred on them some joy in life.' Or I may truly at another time So conjure thee that thou shalt have no peace Or happiness, for thou shalt ever be In suffering until thou grantest that Which 1 require in strictest faith from thee! [Here

A Chief Financial Officer running technology and cybersecurity strategy in an organization is like a bus driver flying an airplane without a flying license.

The worst mistake a CIO can make is trying accumulate all of a company's IT skills inside the IT organization.

What's more, chief digital officers are often really chief marketing officers (CMOs) who have boned up on digital technologies. But

We all know about Maslow's hierarchy of needs, which points out that we tend to take care of food and shelter before worrying about socializing and self-esteem. This goes for CIOs as well, who should not waste their time proposing digital strategy if email isn't working. Being

How do you know when the CIO and the CMO don't get along?" asks Jay Ferro, CIO of the American Cancer Society. "When the CEO hires a chief digital officer. The CDO role is a Band-Aid for two executives who can't get along.

Senior executives love the strategy layer. And why not? Strategy is fun! It's fun to make declarations like, "We're one global company now! We've grown for one hundred years through acquisition, we run under the tyranny of the P&L, we've been fully organized by regions, but we're one global company now!"1 But the operating layer? Not so much. The

If your legacy systems require users to break down processes into little pieces, you wind up with people who cannot think holistically about problems," she says.

Many foresightful boards invite CIOs to the big table for bridging gaps and harnessing communications to accelerate digital transformation.

The CIO must now wear many hats, and see the forest through the trees.

Outlier” CIOs have better capabilities to connect innovation dots.

From average to great is a leadership journey; it takes vision, passion, confidence, problem-solving skills, and teamwork to match up.

A CIO needs to be better-rounded than to have a title of “logical” or “creative.

Digital-savvy CIOs can envision the upcoming business trends and have both “sense and sensitivity” to understand people and lead effortlessly.

The wisdom and goal of innovative CIOs are to help the organization think clearly about the two horizons of future, the short-term gain, and the long term win.

A bridge-like CIO has the mind to think via the multidimensional lens, the gut to innovate fearlessly; the strategy to lead wisely and the skill to move progressively.

The difference between an “Atypical CIO” and a “Stereotypical CIO” is not about the physical identity but at the mindset level.

CIOs may not be the subject matter expert of all IT domains, but they should understand technology enough to ensure they have a keen sense of judgment on the priorities for IT investment.

The tough choice facing CIOs is not about only picking one identity as either being strategic or tactical, but about - when acting as a strategic leader, when playing as a tactical manager.

Emergency department physicians spent 44 percent of their time entering data into electronic medical records, clicking up to 4,000 times during a 10-hour shift. —Becker’s Health IT & CIO Review magazine, October 11, 2013

Czasem musimy zadać cios pierwsi, zanim inni go nam zadadzą.

Takie jest życie, ma petite. Czasem musimy zadać cios pierwsi, zanim inni nam go zadadzą

You don't have to change yourself to meet the expectations of others. CIOs who not only accept you, but celebrate you for who you are. Give your time and energy to the ones committed to truth, the brave souls working toward a life of authenticity. Let that be your tribe, and you their family. Open yourself to connections formed from a pledge to be real.

The most important thing we are doing here is collapsing the silos," says Eash Sundaram, EVP of innovation and CIO of JetBlue. "When we think about a program, we don't think about IT and finance and commercial operations. We think about how the program improves our customer or employee experience.

But moving from enabling the business to being the business is challenging work. It means changing governance models, organizational structures, delivery methodologies and hiring practices. It means transforming IT people from technologists to strategists, from constructing hard lines around IT to creating an environment devoid of organizational boundaries, and from clamping down on employees attempts to develop their own technology to embracing end-user innovation. It also means driving change in the most difficult of all arenas: the mindset, the psyche, the most deeply held ways that we understand our jobs, our success, and our professional identity.

Digital transformation is more than painting a shiny picture of the future: digital transformation means tying the back end to the front end, which CIOs have done over and over again.

Someone once told me that, when your operations are not good, you should not talk strategy," says Iyer. "Fair enough. But the opposite is also true. If operations are good, then you must talk strategy.

In my previous book, The CIO Paradox, I called this phenomenon the "accountability vs. ownership" paradox, where CIOs are responsible for the outcomes of technology implementations but do not have the power to change the business process.

Lately, however, I have changed my thinking on this. I have a new Greek mythological figure in mind for the CIO; Cassandra. Cassandra made the critical relationship-building error of spitting on Apollo. As retaliation, Apollo gave Cassandra the power of prophecy, but also the curse of never being believed. (Cassandra eventually goes insane, by the way, so you all have that to look forward to.)

First, you need to understand the attitude that the current executive committee has toward IT," says Richter. "Do they believe that IT is a back-office function and a necessary evil? If the executive committee does not believe in the strategic importance of IT, and you don't have the credibility to change their perspective, your chances of success are very slim. In that case, you may want to look for other professional opportunities elsewhere.