Many CIOs operate around an uneasy disconnect between “Big Picture” organizational strategy and day-to-day tasks. How can you focus on long-term goals when, say, a virus has just made a systems intrusion? How can you think about innovation when your IT team is knee-deep in a new systems-integration launch? The book, Seven Strategy Questions: A Simple Approach for Better Execution
Seven Strategy Questions: A Simple Approach for Better Execution (Harvard Business Review Press/Available now), provides a blueprint you can use to match long-term objectives with daily demands. In the book, author Robert Simons introduces seven key questions to ask yourself to ensure that you're practicing the very best “whole management” practices for your teams, supervisors, customers and partners. Knowing how to effectively implement core values, performance variables and even creative tension are all part of the mix. Ultimately, Simons writes, it's about “tightening your business thinking” and avoiding “unstated assumptions that, if poorly conceived, can sap your business of its energy and potential.” Simons is a professor of business administration at Harvard Business School. Here are his seven questions, as well as ways to pursue the answers:
IT Management 
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