Showing posts with label Dichotomy. Show all posts
Showing posts with label Dichotomy. Show all posts

June 28, 2013

Ten Commandments - Good News, Bad News

This was a funny joke told over in the Wall Street Journal today:

When Moses was coming down from Har Sinai, he said to the people of Israel, "I have good news and bad news."

"The good news is I kept him down to ten."

"The bad news is adultery stays!"

Aside from the joke, the editorial posited why there are so many Jewish comedians--from Jackie Mason to Joan Rivers, and from Jack Benny to Jerry Seinfeld?

But maybe it should've asked, why do all the Jewish Comedians names seem to start with a J.

Thinking this through a little more, I realized so many other Jewish comedians out there--Adam Sandler, Ben Stiller, Billy Crystal, Chelsea Handler, Gene Wilder, George Burns, Jack Black, Larry Fine (from the Three Stooges), Mel Brooks, Rodney Dangerfield, Seth Rogen, The Marx Brothers, Woody Allen, and so many more

So what is it that makes the Jewish people so funny?

Ms. Wisse, the author postulates that maybe it has to do with the dichotomy of the Jewish people being historically chosen to receive the Torah and hopefully serve as good examples of G-d's law and morality while at the same time "being targeted by some of the world's most determined aggressors"--Oy vey! and this list is even longer than that of the comedians!

So as Ms. Wisse points out, the Jewish people are on one hand "exalted" by G-d, but attacked by the wicked among nations. 

I guess that would give just about anybody a severe complex--where do I find this one in the DSM? 

Up, down, rewarded, punished, chosen, reviled--can make anyone's head spin--maybe that is why we wear Kippot (head coverings)--I was always taught it was to remember that G-d is above us and always watching and guiding us, but maybe it's also to help us keep our heads on straight with all the mixed messages we get in the world.

People mistake what "chosen" means--they think maybe Jews think they're better than others, but this is a mischaracterization. 

I learned in Yeshiva--that chosen means we have a great burden to bear in fulfilling G-d commandments--when we do it well, things are good, but when we fail, we learn the hard way. 

It's good to be Jewish--and it would be even better, if Jews accepted themselves and each other. 

None of us are perfect--some of us are more imperfect than others.

But we are still brothers and sisters. 

There is a Torah, but even the most righteous among us, don't do everything right--is anyone free from sin?

I always believed that religion is our guidepost, but as we are taught "every person is a world unto themselves" and that there is room for all of us to serve Hashem.

We each have to find the spark within and fulfill Hashem's destiny that he has for each of us--we all have what we can give and we should do it with a pure heart. ;-)

(Source Photo: here with attribution to Home Videos)
Share/Save/Bookmark

March 12, 2010

The Many Faces of the CIO


The Chief Information Officer is a complex and challenging role even for those highly experienced, well educated, and innately talented. In fact, Public CIO Magazine in 2009 stated that the average tenure for a CIO is barely 24 months. What is it that is so challenging about being a CIO?

Well of course, there is the technology itself, which some may consider challenging in terms of keeping pace with the quick and ever changing products and services and roles that the IT plays in our society.

But one of the reasons not so frequently addressed is that the CIO role itself is so multi-faceted and requires talents that span a broad range of skills sets that not a lot of people have mastered.

In the CIO Support Services Framework (CSSF), I talked about this in terms of the varied strategic functions and skills that the CIO needs in order to plan and execute effectively (instead of just being consumed in the day-to-day firefighting)—from enterprise architecture to IT governance, from program and project management to customer relationship management, and from IT security to performance management—the CIO must pull these together seamlessly to provide IT capabilities to the end-user.

I came across this concept of the multifaceted CIO this week, in a white paper by The Center for CIO Leadership called “Beyond the Crossroads: How Business-Savvy CIOs Enable Top-Performing Enterprises and How Top-Performing Enterprise Leverage Business-Savvy CIOs.” The paper identifies multiple CIO core competencies, including a generic “leadership” category (which seems to cross-over the other competencies), “business strategy and process” reengineering, technology “innovation and growth”, and organization and talent management.

Additionally, the white paper, identifies some interesting research from a 2009 IBM global survey entitled “The New Voice of the CIO” that points to both the numerous dimensions required of the CIO as well as the dichotomy of the CIO role. The research describes both “the strategic initiatives and supporting tactical roles that CIOs need to focus upon,” as follows:

Insightful Visionary Able Pragmatist
Savvy Value Creator Relentless Cost Cutter
Collaborative Business Leader Inspiring IT Manager

Clearly, the CIO has to have many functions that he/she must perform well and furthermore, these roles are at times seemingly polar-opposites—some examples are as follows:
  • Developing the strategy, but also executing on it.
  • Growing the business through ongoing investments in new technologies, but also for decommissioning old technologies, streamlining and cutting costs.
  • Driving innovation, modernization, and transformation, but also ensuring a sound, stable, and reliable technology infrastructure.
  • Maintaining a security and privacy, but also for creating an open environment for information sharing, collaboration, and transparency.
  • Understanding the various lines of business, but also running a well honed IT shop.
  • Managing internal, employee resources, but also typically managing external, contracted resources.
  • Focusing internally on the mission and business, but also for reaching outside the organization for best practices and partnerships.
However, what can seem like contradictions in the CIO role are not really incongruous, but rather they are mutually supportive functions. We develop the strategy so we can faithfully execute. We invest in new technology so we can decommission the legacy systems. We invest in new future capabilities, while maintaining a stable present day capacity, and so on. The role of the CIO is truly multifaceted, but also synergistic and a potent platform for making significant contributions to the organization.

While certainly, the CIO does not accomplish all these things by him/herself, the CIO does have to be able to lead the many facets of the job that is required. The CIO must be able to talk everything from applications development to service oriented architecture, from data center modernization to cloud computing, from server and storage virtualization to mobility solutions, from green computing to security and privacy, and so much more.

The CIO is not a job for everybody, but it is a job for some people—who can master the many facets and even the seeming contractions of the job—and who can do it with a joy and passion for business and IT that is contagious to others and to the organization.

Share/Save/Bookmark