In my 15 years as a CIO, I've experienced a gamut of questionable sales techniques. Some favorites, so to speak, include the "end-of-quarter deal never to be repeated," which is then repeated at the end of the next quarter; the promise that "we're your partner and you always get our best price," which you suspect is being made to all of the company's hundreds of other customers; and the selling of products that don't yet exist.
When I began my career as a CIO in 1997, success was defined by the basics: email delivery, network connectivity and application functionality. I personally wrote code, experimented with new operating systems and created novel analytics.
In 1998 when I became CIO of CareGroup, there were numerous consultants serving in operational roles both there and at its Beth Israel Deaconess Medical Center. My first task was to build a strong internal management team, eliminate our dependency on consultants, and balance our use of built and bought applications. Twelve years later, I have gained significant perspective on consulting organizations -- large and small, strategic and tactical, mainstream and niche.
In my decade as a CIO, I've seen a lot of turnover in the IT industry. Each time I hear about a CIO being fired, I ask around to learn the root cause. Here's my list of the top 10 ways to be a bad CIO.