Ferro agrees, noting that the proverbial "seat at the table" CIOs at large companies earn today comes with a strong focus on operations and administrative overheard that may not appeal to technical people who want to live on the "bleeding edge" and would rather lead an innovation hub versus sitting in performance reviews, board meetings and audit committee meetings. Even so, he says, it's important for CIOs to try to cultivate the best talent they can to step into their shoes. Not just for the welfare of the company, but for the rank-and-file staff whose livelihoods depend on a strong IT leader. "They’re working their butts [off] and you owe it to them to minimize the disruption in their lives.”
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