“I think acceptance is at the heart of all these things,” he says, “but after that, you have to make some decisions.”
Schadler says CIOs can take steps to lessen the discomfort (and risk) of such situations — first by recognizing they’re not alone.
“Bring in those rational voices to bolster your own ability to shape the investments you’re going to make,” Schadler says, adding that privacy, risk, and security officers are often partners here.
So are third parties, such as service providers and consulting firms, because they typically bring a wealth of experiences and lessons-learned. “Bring them in as advisors to you and the business, to step into the conversation and to problem-solve,” Schadler says.
And learn to stretch as an executive. “Change your comfort calibration to take on risk that doesn’t violate corporate principles but that stretches your team’s ability to execute,” he advises.
8. Collaboration remains elusive
Despite the need for cooperation and collaboration to succeed, Kellie Romack, chief digital information officer at ServiceNow, says, “There are still too many people working in silos.”
“When I talk to industry peers, silos are one of the biggest challenges and typically the main reason things go off course. They happen when people try to move fast without taking time to connect the dots, or big initiatives get planned and funded through individual departments without collaboration,” she explains.
CIOs can counter that by serving “as the connective fiber for transformation.”
“We need to know everything about the business units we serve, so we can have the big-picture view and be that unifier,” she says. “For example, it’s important for CIOs to work with their CFO to understand the finance and budgeting roadmap, determine where tech can solve business problems, and identify other stakeholders who should play a role and give critical input.”
