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“The digital CIOs have to wear different colors of hats and master multiple leadership personas and management roles effortlessly.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“Information by itself is meaningless until it’s interpreted and analyzed to capture insight and harness innovation.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“CIOs need to leverage different conversations tyles to construct the collaborative vision and deliver high performance IT result.”
― Pearl Zhu, 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“I have often pointed out to students that the Jim Crow order had a specific and relatively brief life span. It was not completely consolidated until the end of the first decade of the twentieth century. All of my grandparents were fully sentient and aware of their social environments, if not full adults, before the order's features took definite shape and assumed the form of normal politics and everyday life. And during the roughly three decades or so between the regime's consolidation and its slow, painful unraveling, the system was placed under considerable strain and reorganized internally by the Great Migration of black people out of the South or to cities within it, the Great Depression and the New Deal, the emergence of the industrial unions of the Congress of Industrial Organizations (CIO) and the war. And in large and small ways, black people never stopped challenging its boundaries and constraints–from the struggle over its imposition to its eventual defeat.”
― Adolph L. Reed Jr., The South: Jim Crow and Its Afterlives