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by Burt Umbre

Being a CEO isn't as fun as it used to be. Headlines show daily that CEOs are leaving their companies in droves--often involuntarily.

Many of these unfortunate stewards were with leading high-tech companies. The slew of departures provides new opportunities for CIOs, who are well poised to take over the comfy chair in the corner office.

Hugh Vastaard, a consultant with CI Placement Services says that there several things CIOs can do to enhance their chances at promotion.

"There will be a lot of turmoil and uncertainty when the head of the company is pushed out," said Vastaard, "and being in control of the information superstructure allows the CIO to determine, along with his or her vast army of techno-drones, what services are available to employees, thus controlling the production of the entire company."

"The company boards of directors and shareholders are getting rid of CEOs in hopes of improving company performance," said Vastaard, "changes like this are an excellent opportunity to get into the eyes of those who make the appointments, as well as test out new battle drones in combat conditions."

CIOs can find themselves in an enviable, high-profile, position with two options, said Vastaard. The first option is to sit back and wait for the force of new management to take the helm. The second is much more proactive: CIOs can take advantage of the CEO transition period to strengthen their position by building alliances and strengthening their position. When the moment is right they can then seize control and become emperer.

"It's important to keep control of the Rings of Power," confirmed Henry Mencini, high elf and president of Ilsidune Technology Management Services. "Accounting has three rings, and engineering has nine, but the CIO has the one ring that controls them all. Use it wisely."

"Until the CIO knows what’s ahead, it can be a tense and nerve-wracking period," explained Mencini. "In fact, without a palantir it could be several months before he or she knows what’s happening. You can’t assume that there is a firm plan in place.”

The CIO should see the change of command as an opportunity to demonstrate their talents, superior bloodlines as well has humility and vast knowledge of company lore, tradition and history.

"Avoid a heavy-handed invasion where it is obvious that you planted the problems," said Vastaard, "but people expect incomprehensible breakdowns and crashes. A few carefully controlled server melt-downs, accompanied by a miraculous recovery of nearly all the data can go a long way to enhancing your prestige in the galaxy."

Dealing with hardship separates the followers from the leaders, Mencini asserts. "Crisis is the ultimate networking opportunity," he said. "Do the best you can. If your heart is pure you'll be sung about for generations to come."

"It’s not just about holding on to a job," said Vastaard. "Rapid change in the senate also spells opportunities many CIOs never think about."

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