Month two pivots from passive observation to active strategy formulation and securing early victories.

The CIO role demands you think like business executive first, and a technologist second.   Sarah had been CIO of a Financial Advisory company for exactly forty three days when she realized she was failing. The realization hit during the quarterly leadership meeting, somewhere between the CFO's pointed question about the ERP implementation's ROI and the CEO's subtle clearing of his throat (a signal she'd learned meant "wrap it up"). She'd spent twenty minutes walking the board