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IT Management Slideshow:
9 Truths About Business You Won't Learn in School

By Dennis McCafferty on 2010-12-20


Which do you think is more important to career success: Academic pedigree or street smarts? Jay Barney and Trish Gorman Cliffor, authors of the book, What I Didn’t Learn in Business School: How Strategy Works in the Real World (Harvard Business Review Press/Available now), have provided an exclusive for CIO Insight: nine real-life “truths” from their book that are particularly important for every CIO to keep in mind. The book doesn't dismiss the value of an MBA. But the authors contend that learning continues long after a graduate has stepped from the educational environment into the real world. It's there that professionals must learn to navigate the personalities, skill sets and politics that are at the core of every enterprise. Barney is a professor of management at Ohio State University. Clifford is a former consultant and director of global strategy learning at McKinsey and Company. She now teaches strategy to executives. What I Didn't Learn in Business School is a fictionalized account of a character named Justin Campbell's journey toward discovering these lessons.

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To find the right answer, you must find the right question.In the classroom, you often get spoon fed guiding questions. Not so in the real world.

Two people with the same exact title can have vastly different influence.Organizational charts only reveal part of the story. The “truth” is about who gets results, and where they are in the informal power network.

What the firm wants isn't necessarily what individual teams want.As a result, simply establishing company goals with no consideration for individual needs may not win the day.

Biases can get in the way of doing a good job.Wearing a tie and sitting in lofty CIO's office space doesn't automatically result in rational, clear-headed, logical decision-making.

Humans are not human resources.They need to be understood, not simply allocated. Their individual skillsets and complexities must be appreciated by a CIO to be properly managed.

The answer you're seeking is often dictated by when you stop analyzing a situation.If you turn off the road at a rest stop, you may fool yourself into thinking that the trip is over.

There may be more than one right answer.Deciding between a “bad” and “good” answer is easy. Deciding among three or four equally good options is the test of a strong CIO.

Knowing when to reach for help and when to trust instincts is a constantly moving target.Often, reality is counterintuitive: Seek outside opinion when you're feeling confident. “Man up” when you're not.

Standing up for your beliefs isn't enough.It's more critical to stand up for what you believe with credible evidence to back you up.

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