Profile of John McGreavy
News & Commentary Posts: 24
The author, the real-life CIO of a billion-dollar-plus company, shares his experiences under the pseudonym John McGreavy. Got a Secret CIO story of your own to share? Contact email@example.com.
Articles by John McGreavy
The way we evaluate and implement software is broken. Stop shooting for consensus from line-of-business VPs and start asking IT to become business experts.
I understand that legal matters are part of the CIO territory, but they're starting to overtake my day-to-day work.
Our company could be so much further ahead if Microsoft would simplify its licensing terms so that non-PhDs could understand them.
My enterprise will give the new BlackBerry 10 and BES careful consideration, but it appears our RIM romance is over.
I advise a frustrated reader on how to win the CIO title he wants and deserves.
Take a step back and ask what's more important: taking in what's online or taking in what's right in front of you?
You have great products and are a proven innovator, but it will take changes in thinking to conquer the enterprise.
The buzzword of the day takes communications to a whole new level. It may ease implementation--or mean getting bogged down in consensus building.
Our Secret CIO, John McGreavy, answers questions from our readers.
If your IT organization is seen as executing each new strategic initiative seamlessly, the job can't really be all that difficult, right?
Ideas abound. The real challenge for CIOs is to pick the best ideas that can be implemented quickly and visibly.
It's never easy getting criticized by a customer--but it can be valuable.
It will be tough for our sales reps to keep up, and we're going to see have and have-nots. What's a CIO to do?
My company has a significant investment in your BlackBerry platform, but my return is starting to erode. Time to step up.
The 3 minutes that my netbook takes to restart prove critical to my effectiveness as a CIO. Here's why.
If you're in a senior technology function, you must have, or develop, a genuine interest in various business disciplines.
As the pace of tech change accelerates, we struggle with striking the right balance between risk-taking individualism and executive buy-in.
I've been in this industry for many years and understand that pricing models must evolve with the times, but the current situation is utter nonsense
Want to go from high-performing IT manager to someone on the CIO short list? Here's what gets my attention.
Our intrepid CIO's views on the attributes that put IT pros on the fast track--and the qualities holding some of them back.
Our company doesn't shoot from the hip, nor does it waste inordinate amounts of time negotiating budget charge-outs.
All IT projects must undergo a rigorous financial assessment, says Ron, our new VP of finance--except those involving the finance department.
Did our CEO conclude that the iPhone can help our company deliver more shareholder value--and did I miss the memo?
Our IT group scores its accomplishments (or lack thereof) according to three simple numbers: -1, 0, and +1. That's it. Here's how it works.