Information Week

In an era of unprecedented technological advancement, IT teams are expected to embrace new tasks and achieve fresh goals without missing a beat. All too often, however, the result is an overburdened IT workforce that’s frustrated and burned out.  It doesn’t have to be that way, says Ravindra Patil, a vice president at data science solutions provider Tredence. “Overwork tends to come from an ‘always-on’ culture, where remote work and digital tools make people feel they must be available all the time,” he explains in an online interview.  Warning Signs  One of the earliest signs that a team is reaching its breaking point is an increasing number of errors, missed steps, or just plain sloppy work, says Archie Payne, president CalTek Staffing, a machine learning recruitment and staffing firm. “These are indications that the team is trying to work faster than is realistic, which is likely to happen when they have too much work on their to-do lists,” he explains in an email interview. “This is likely to be paired with a general decline in morale, which can come across as more complaints, more cynical or frustrated comments, a lack of enthusiasm for the work, or increased emotional volatility.”  IT leaders can also detect overwork through various warning signs, such as a mounting number of sick leaves, high turnover rates, increasing mistakes, and overall lower work quality, Patil says. He adds that beleaguered team members may also look tired, act emotionally, or seem unengaged during meetings. “Keeping an eye on things like overtime, slower progress, or falling performance despite long hours can also show that the team is under too much pressure.”  Related:Breaking Down the Walls Between IT and OT John Russo, vice president of technology solutions at healthcare software provider OSP Labs, says that a sudden drop in creativity and problem-solving are also strong signs indicating team weariness. In an email interview, he states that an IT team that’s stretched too thin will stop generating innovative ideas, opting instead to complete tasks mechanically.  Another strong unrest indicator is a change in communication patterns. “If the team members delay responses, or seem disengaged during discussions, it’s worth digging deeper,” Russo recommends.  Working under unrelenting high pressure is a recipe for burnout, and that’s the greatest risk if you keep pushing your IT team too hard, Payne says. “Burnout could drive employees to quit, forcing you to waste resources on recruiting replacements,” he warns. “Even if they stay, burned-out employees are less productive and more likely to make mistakes, so your overall team productivity and work quality will likely suffer.”  Related:3 Ways to Build a Culture of Experimentation to Fuel Innovation Pressure Release  The simplest and most effective answer to burnout is reducing the team’s workload. This can be accomplished in several ways, Payne says. Review the IT team’s current assignments, then consider whether some of the tasks could be assigned to another team or department, which may be more adequately staffed. “If all of the work must be done by IT, that may mean it’s time to expand the team,” he advises. Meanwhile, adding temporary freelance talent during workload spikes can relieve IT team pressure during peak times without committing to adding new hires who may not be needed over the long-term.  Careful planning, focusing on important tasks, and delaying or skipping less critical ones, can also make workloads more manageable, Patil says. Setting realistic deadlines can help, too, preventing the dread that can, over time, lead to burnout. He also advises using automation tools whenever possible to cut down on repetitive tasks, making work easier and less stressful.  Patil says that Tredence reduces team pressure with initiatives, such as “No-Meeting Fridays,” which gives team members uninterrupted time to focus and recharge. “Flexible schedules and open communication also help our teams stay balanced,” he adds.  Related:Today’s Technology Should Be Designed By and For All Minds IT leaders should schedule regular check-ins with their teams to identify stress points as soon as possible, Russo advises. “When employees feel heard and validated, they’re more likely to share their concerns before burnout sets in,” he explains. At OSP Labs, Russo introduced flexible work models into well-being initiatives. “This policy allows my team members to set their own hours, with more freedom to balance work and personal time.” Russo says he also makes a concerted effort to celebrate his team’s accomplishments with “thoughtful goodies and high-fives”. Such small initiatives, he notes, eventually make a huge difference.  Parting Thoughts  Long-term excessive pressure can lead to burnout, leaving team members feeling completely drained, Patil says. “This lowers productivity and may cause employees to leave, leading to more stress for those who stay.” Health issues may also arise. including anxiety, depression, or even physical problems.  Russo recommends setting realistic expectations and encouraging a culture in which asking for help isn’t seen as a weakness. “Create an environment where open communication about workloads is the norm, not the exception,” he advises.  source

IT development teams are known for their iconoclasts, free spirits, and non-conformists. It’s embedded in their DNA. That’s what makes developers so good at their jobs. Yet when a team suddenly deviates wildly from its assigned mission, it’s time to intervene and issue a course-correction that will get them back on track without bruising egos or killing morale.  There’s rarely a single goal for any IT development team, says Liz James, managing security consultant at cybersecurity firm NCC Group. “Where there are a few goals, there’s a tendency for them to become overly broad and not effectively measurable,” she explains in an online interview.  Warning Signs  When a team starts solving problems nobody asked them to solve, you’ve got an issue, observes Peter Murphy Lewis, founder of Strategic Pete, a marketing advisory company. “Maybe they’re over-engineering, chasing the ‘perfect’ solution, or adding features no one needs,” he says via email.  The first sign that an IT team is drifting is when task progress appears strained, says Alex Osmichenko, CEO of website development firm IT Monks. The team is working hard, implementing various changes with good intentions, but these small victories don’t add up to the big picture, he notes in an online interview. “It feels like your people are moving, but your company isn’t,” Osmichenko explains. “If you find yourself going off-topic in meetings and spending most of your time discussing features that weren’t originally defined, your team may be struggling to understand what the goal is and how to get there.”  Related:Breaking Down the Walls Between IT and OT When an IT team veers off course, the damage isn’t just confined to a delayed timeline or blown budget — there’s also a ripple effect, Lewis says. “Stakeholders lose confidence, your users get a half-baked product, and the team itself starts feeling like they’re running on a hamster wheel.” Worse yet, if the IT leader lets this behavior slide, it can become accepted culture. “Teams start to believe that wandering is acceptable — and that’s a disaster waiting to happen.”  If team drift isn’t caught early, deadlines might be missed and products left unfinished. “It can also affect team morale, as people see that their hard work isn’t reflected in the big changes,” Osmichenko says. “This can lead to burnout and decreased efficiency.”  Preventative Steps  IT teams are often under pressure to innovate and move fast, and that can lead to scope creep or distractions, Lewis says. “Studies show that over half of IT projects fail to meet their objectives, and this is one of the reasons why.”   Related:How to Tell When You’re Working Your IT Team Too Hard “Divergence from goals and objectives will happen just by meeting with real world constraints and challenges,” James adds.  The first step toward corralling a runaway team is establishing an open dialog. “As a leader, you should show the team that you’re not blaming them for anything — you’re encouraging cooperation, not punishment,” Osmichenko says. Give everyone a chance to contribute, and don’t reject new ideas that may not be immediately pressing. “Encouraging the team to adjust course together keeps morale high and makes them feel like a part of the solution.”  “Plan your project clearly,” Osmichenko advises. “Break it down into smaller checkpoints so that deviations from the goal are easier to spot,” he says. Hold regular meetings for coordination, not just in critical situations. “Your team must understand the importance of feedback and be honest when discussing new challenges.”  Balance is important, especially in IT where it’s very easy to burn out and get lost in an avalanche of large and small tasks. “This doesn’t mean that challenges are insurmountable,” Osmichenko notes. “In fact, they can make your team stronger.”  Getting Back on Track  Goal diversions happen for a reason, James says. “The first step is understanding what that reason is and being able to understand if it was a missed requirement or goal from the outset, or if it truly is a diversion that doesn’t contribute to the final objective.”  Related:3 Ways to Build a Culture of Experimentation to Fuel Innovation Keep it real and don’t place blame. “Most teams want to succeed — they just need to be pointed in the right direction,” Lewis says. “Make sure to note the good things they’ve accomplished, even if it’s off course.”  It’s important to set clear goals and guardrails from day one, Lewis advises. “Make sure everyone knows what success looks like and why it matters.” He recommends establishing regular check-ins to catch team drift early. “Create space where the team feels safe to speak up if they see misalignment,” Lewis suggests. “A little course correction early beats a full-on rescue mission later.”  A Final Thought  On the bright side, a runaway team is usually a passionate team, Lewis says. “Channel that energy,” he advises. “If they’re bursting with ideas, carve out some time for structured innovation where they can explore without derailing the main project.” source

For an industry that encourages and rewards learning and thinking differently, it’s disappointing that the tech world continues to lag in incorporating neurodivergent perspectives into product design and development. When you consider that one in five people have learning and thinking differences, omitting their perspectives – particularly in AI development – is not only problematic, but also limiting. How can AI scale its impact if those creating it overlook the 70 million people in the US who learn and think differently?   This was one of my takeaways from the inaugural conference of the International Association for Safe and Ethical AI, which I attended last month. Experts in academia, civil society, industry, media, and government discussed and debated the latest developments in AI safety and ethics. But the value of neurodiversity in design and development was not on the agenda.  This worries me for two reasons. First, it means that AI models are being brought to market without issues around bias, fairness, and equity having been considered. And second, global experts have not accounted for the long-term consequences of excluding millions of perspectives from a technology that’s being developed at an unprecedented rate.   As the conversation around inclusivity and diversity evolves, it’s vital that tech experts understand the value of authentic intelligence. That means training and developing tech by people with a broad range of experiences, including diversity in how they think and process information, to authentically account for all user experiences. AI should account for neurodivergence. For that to happen, it must be built by neurodivergent minds. And you have to start at the development stage.   Related:How to Tell When You’re Working Your IT Team Too Hard AI Accessibility Is a Necessity   While AI has come a long way, greater accessibility through the development of ethical and inclusive AI has not. Big tech has made strides with mobile accessibility offerings like Apple’s Live Speech and Eye Tracking as well as Google’s Guided Frame and Lookout. This is still widely regarded as niche, but it shouldn’t be.   As a nonprofit that supports the millions of people in the US who learn and think differently, Understood.org designs and develops resources that help all minds, while prioritizing inputs from experts and the one-third of our workforce who identify as neurodivergent. We’re constantly evolving with the goal of making our vast content library more accessible for everyone. For instance, our AI-powered assistant now includes a voice-to-text feature for asking questions. It generates clear, concise responses written at an eighth grade reading level.   Related:3 Ways to Build a Culture of Experimentation to Fuel Innovation All organizations must prioritize and respect that brains are wired differently and tap into the unique and diverse perspectives that they bring to the table. Here’s how to do that:  Start with cognitively diverse data and teams. You know the popular phrase “garbage in, garbage out”? That’s where authenticity can play a role. Ensuring that datasets are trustworthy, inclusive, and unbiased will have a valuable ripple: You’ll have a wider range of use cases and you’ll be able to better identify risks. That’s a win for all users. Understand that a diverse and inclusive culture leads to enhanced productivity, innovation, and positive financial outcomes. According to Accenture, the economic output of the US could be improved by almost $25 billion if 1% more persons with disabilities entered the workforce. What’s more, Gartner found that 75% of organizations whose decision-making teams reflect a diverse and inclusive culture – with a particular emphasis on cognitive diversity – see enhanced productivity, innovation, and positive financial outcomes. Companies can and should hire from the growing diverse talent pool.  Use AI to boost confidence and help people thrive. An EY report found that because of generative AI, 65% of respondents felt confident about their work. A slightly smaller percentage (61%) said they were relieved that AI could help remove distressing obstacles at work. The same report found that many neurodivergent employees (85%) think generative AI creates a more inclusive workplace. The time for companies to level the playing field is long overdue. In 2025, it’s not just about providing employees with the tools they need to perform “simple” tasks like being more productive. It’s about designing tools in a way that helps employees thrive in all aspects of their lives.  Related:How CIOs Can Prepare for Tariffs, Recession Fears AI is changing the way we live and work. Its evolution is faster than any of us could have predicted. As we get closer to the time of artificial general intelligence (AGI) – which experts predict we’ll achieve by 2027 – we need to be strategic and smart about shaping the AI landscape to benefit all. One thing is for certain: AI will never serve all unless it is developed by all. Let’s work together today so it’s possible tomorrow. The millions of Americans who learn and think differently deserve that.  source

President Donald Trump’s trade policies — particularly with major tech exporter China — stand to have a big impact on IT department budgets. While the saga of back-and-forth tariffs seems far from over, experts say there are ways CIOs can manage budgets to brace for outcomes. CIOs are under tremendous pressure with digital transformation needs rising — along with demand for GenAI — at a fever pitch. With a volatile geopolitical and economic landscape, IT leaders face a real headache when it comes to planning. The ongoing trade saga has many economists warning of a coming recession. Last week, JP Morgan increased their prediction on the likelihood of recession from 40% to 60%, while S&P Global pegged recession probability at 35%. The Trump administration tariff saga began in February, starting with new tariffs on goods from Mexico, Canada and China — those tariffs were paused for 30 days and reinstated with some exemptions. Earlier this month, the administration announced a new package of “reciprocal” tariffs on dozens of nations, which tariffs on China’s goods rocketing to 34%. After a severe US stock market rout, Trump paused the new tariffs (except) for those on China, sending stocks soaring back. The back-and-forth saw China retaliate, with Trump raising the total import levy for China’s goods to 145%; China shot back with 125% retaliatory tariffs on US imports. Late last week, Trump announced that certain electronics, semiconductors, phones, computers and flat screens would be exempted. However, on Sunday he wavered on semiconductor exemptions, and said that semiconductor tariffs would come soon. It’s unclear how long any exemptions would apply. Related:How to Tell When You’re Working Your IT Team Too Hard The trade war seems far from over, as China has so far refused direct negotiations with US leaders. Tech leaders are forced to try to keep up with a fluid situation with budgets that were already tight. The Cost of Trade Chaos “IT infrastructure will likely see significant price increases as major manufacturing nations face high tariff rates, especially in the US,” says Mark Moccia, vice president and research director for Forrester’s CIO practice. “The rising costs could balloon budgets and force CIOs to delay or prioritize the most important projects.” But with uncertainty about where the tariffs will land, IT leaders face a difficult task in adapting for increased costs. “Nobody has a clue where this is going to go,” Moccia tells InformationWeek in a live chat. “And it will change day-to-day. It’s really hard for CIOs to have to adjust in real time like that.” Related:3 Ways to Build a Culture of Experimentation to Fuel Innovation According to Deloitte, IT budgets for companies average 5.49% of revenue. With new AI projects taking a bite out of that spend, increasing hardware costs could be a significant drain on tight budgets. In March, China’s exports jumped 12.4% from a year earlier as businesses stockpile tech and other goods to get ahead of tariff increases, according to Reuters. Large businesses with more cash on hand were in a better position to stock up, Moccia says. What Can CIOs Do? Jim DuBois, consultant, author and former Microsoft CIO, thinks there may be a silver lining. “The willingness to pause tariffs seems to indicate that the tariffs are more a negotiating tactic than something planned to continue,” he tells InformationWeek in an email interview. “CIOs should be opportunistic about needed purchases in the current uncertainty, thoughtful about how they can influence their own company’s pricing, and double down on using AI to drive efficiency and cost savings.” Forrester’s Moccia, co-author of the firm’s report, “Technology Leaders: How to Thrive Through Volatility,” cautions against knee-jerk cuts that could impact the company’s prospects. “CIOs and other tech leaders will need to proactively analyze costs, diversify sourcing, optimize inventory and prioritize the projects that don’t sacrifice critical AI ambitions,” Moccia says, adding that staff reduction should be the last resort. “We urge CIOs to lean more heavily into other methods of spend optimization before drastically reducing labor expenses. Minimizing cuts to IT staff will allow for existing personnel to buy down more technical debt [and] improve data management capabilities to set up AI deployments for success.” Related:Today’s Technology Should Be Designed By and For All Minds Moccia says IT leaders can use lessons learned during the COVID-19 pandemic. “We were in kind of a similar situation where we just didn’t really know where it was going — with economic chaos in the markets and supply chain constraints,” he says. “And those persisted for a while. So, you did see some similar behaviors where organizations that were thinking ahead and had the capital went out and bought a ton immediately and brought it in-house. They had what they needed to execute. And others just sort of paused, or maybe they didn’t have the capital to take advantage. It’s a similar scenario.” source

The duties of C-suite tech leadership at enterprises are changing rapidly of late. AI shook up strategies at many companies and can lead to new demands on CIOs, CTOs, and others responsible for technology plans and use. The core principles that guide CIOs and CTOs can be essential for navigating such times, especially when organizations look to them for direction. In this episode, Matt Lyteson, CIO of IBM, and Phillip Goericke, CTO of NMI, share some key principles that define their respective roles at their organizations. They also discuss where they picked up some of the lessons that shaped those principles, how their jobs have changed since they got their starts, and whom they look to for inspiration as leaders — as well as what they wish they knew when they got started. Listen to the full episode here. source

As AI continues to evolve, the question becomes whether companies can transform their businesses while adapting their workforce strategies at the same pace. An executive mindset shift — or mindshift — is needed to not only reimagine businesses forward, but to also prepare workers for roles that don’t yet exist. Seismic shifts lie ahead: artificial intelligence will reshape 86% of businesses by 2030, according to a new World Economic Forum (WEF) report. That same report also predicts that AI and automation will create 170 million jobs, while displacing 92 million roles as companies adapt to technological change; 39% of existing skill sets will become outdated between 2025-2030.   Business, Not Digital, Transformation Is the Way Forward   Companies now face a new chapter in the evolution of digital transformation, one that challenges organizations to think beyond the digitization of legacy processes and workflows they prioritized over the past decade. In reality, BCG research uncovered that 70% of digital transformations still fall short of their objectives.   Before the dawn of ChatGPT, it could be argued that most digital transformation efforts focused on the digitization and optimization of legacy processes. The pursuit of efficiency, scale, and cost-cutting limited or impaired the prospect of any meaningful transformation desired business outcomes. The same may already be happening in an era of AI. Companies are prioritizing the automation of the processes and workflows digitized over the past decade, which is important, but without exploring the potential for new opportunities in an era of AI, automation may not be enough to evolve.   Related:How to Handle a Talented, Yet Quirky, IT Team Member If digital transformation was the defining strategy in the 2000s, AI-native business transformation represents a potentially better, and more adaptable way forward.  Unlike digital transformation, AI represents an opportunity for business transformation. It’s an inflection point to reimagine organizations and work in a world where AI becomes inherently attached to almost every technology, action, and outcome.   The Next Chapter of AI-Native Businesses  2025 is set to be the year that not just AI, but AI agents, start to reshape the enterprise. While organizations are just beginning to recognize the possibilities of AI, they are not yet exploring the implications of businesses that accelerate AI-first transformation. Now is the time for organizations to embrace AI beyond tools and as a core component of their strategic mindset and operational framework.  Related:Security Consulting Firm CIO Tackles Platform Consolidation But what does it mean to be an AI-first enterprise?   To help, let’s substitute AI-first with AI-native: AI as being native to the core of the business itself, strategy, operations, culture, and value creation.  It’s also more than the implementation of AI tools across the enterprise. It’s about redefining roles, work, and operations, fostering innovation, and creating a culture that embraces change.  An AI-native enterprise is characterized by the strategic integration of artificial intelligence at the core of its operations and decision-making.   An AI-native approach will fundamentally redefine how businesses operate, innovate, and engage with customers, employees, and their ecosystem. AI becomes not just a tool, but the central driver of decision-making, operational efficiency, and customer interaction.  Lead in the AI Revolution or Be Left Behind  AI-first is not just about using AI, it’s about making AI native to business architecture, foundationally.  Make AI core to decision-making: AI is not just a tool for efficiency; it plays a central role in strategic decision-making, forecasting, and autonomous execution.  Use AI to drive exponential thinking, not incremental optimization: Instead of improving traditional business processes, AI-native companies reimagine workflows, value chains, and customer experiences from scratch.  Automate adaptability: AI-first companies build systems that can sense, analyze, and act autonomously in real-time across supply chains, operations, and customer engagement.  Integrate AI to spur network effects and self-learning models: Continuously improve via feedback loops, fine-tune AI models, and leverage collective intelligence rather than relying solely on human input.  Make data and compute as a core asset: Unlike traditional companies that prioritize physical assets or human capital, AI-first organizations treat data, compute power, and algorithmic capabilities as their primary competitive advantage.  Drive workflow transformation with AI agents: AI agents are the next major evolution in AI-native businesses. They don’t just enhance workflows; they autonomously execute tasks, make decisions, and optimize operations at a scale and speed impossible for human-led organizations. You need to make sure you are designing and enhancing workflows of the future, not the past. Why? AI-native businesses will rely on agentic systems to manage core functions, drive efficiency, and create new competitive advantages.  Redefine leadership for an AI-native era: C-Suites are not immune. Train executives and managers to think strategically about AI adoption, guiding their teams in AI-first decision-making and workflow transformation.  Invest in reskilling programs for emerging roles: As AI automates repetitive tasks, new roles will emerge that require human creativity, problem-solving, and oversight. Companies must proactively explore and identify future job needs and provide pathways for employees to transition into high-value roles. This includes preparing for an agentic enterprise and beyond.  Related:How Today’s CIOs are Upskilling The shift from digital transformation to AI-native business transformation is not just an evolution — it is a foundational reinvention of how organizations operate, compete, and create value. AI-native enterprises are architecting their businesses around it, making AI the backbone of strategy, decision-making, and execution. It’s about designing businesses where AI is intrinsic to every function, continuously learning, adapting, and driving innovation. AI-native leaders are also preparing for workforce evolution for the agentic enterprise, imagining new roles, and upskilling and reskilling in preparation, especially as the agentic enterprise takes shape.  As AI agents become more capable, businesses must simultaneously prepare for the inevitable rise of an Agentic Enterprise. AI-native pacesetters will prepare their architecture for embedding AI agents into workflows across the enterprise to augment decision-making, operations, and customer engagement.  The future won’t favor companies that use AI; it will reward those that architected for it and AI’s evolution.  source

Every IT team seems to have one — the member who’s highly dedicated and talented, yet also something of a free spirit. Knowing how to tolerate and cater to this individual’s unique needs without alienating other team members isn’t a task generally covered in Management 101 courses for CIOs and IT leaders, yet it’s essential in order to keep your team happy and productive.  Instead of trying to fit a quirky team member into a rigid mold, work to understand what makes them tick and leverage that unique perspective, suggests Anbang Xu, founder of JoggAI, an AI-powered video platform, and a former senior product manager at Apple and senior software engineer at Google. It’s important to give these individuals space to thrive in their own way, while maintaining clear communication and setting expectations, he observes in an email interview. “By focusing on their strengths, I’ve found that they can bring innovative solutions and fresh ideas that would otherwise be overlooked.”  Embracing Uniqueness  Embrace uniqueness while setting clear expectations, recommends Chetan Honnenahalli, engineering lead at software firm Hubspot and a former team leader at Meta, Zoom, and American Express. “Focus on their strengths and the value they bring to the team but establish boundaries to ensure their behavior doesn’t disrupt team dynamics or project goals,” he says in an online interview. “Frequent one-on-one check-ins can help address potential concerns while reinforcing their contributions.”  Related:The End of Business as Usual: How AI-Native Companies Win Balance respect for individuality with the needs of the team and organization. By valuing their quirks as part of their creative process, you’ll foster a sense of belonging and loyalty, Honnenahalli says. “Clear boundaries and open communication will prevent potential misunderstandings, ensuring harmony within the team.”  Tolerance should depend on the impact of their behavior on team dynamics and project outcomes, Honnenahalli says. “Quirks that enhance creativity or problem-solving should be celebrated, but behaviors that cause disruptions, undermine morale, or create inefficiencies should be addressed promptly.”  Toleration Techniques  Quirky behavior can become an issue if it interferes with the employee’s ability to perform their work or if it disrupts fellow team members, says Matt Erhard, managing partner with professional search firm Summit Search Group, via email. “In these cases, the best approach is to have a one-on-one conversation with that employee,” he advises. “Address the specific behaviors of concern and establish some expectations and boundaries about what is and isn’t acceptable within the workplace.”  Related:Security Consulting Firm CIO Tackles Platform Consolidation Give the quirky team member strategies and guidelines to adapt their behavior within the workplace setting, Erhard recommends. “It should be made clear that you aren’t criticizing or trying to change their personality but rather establishing rules about how they’re expected to interact with their colleagues or customers when they’re at work.”  As long as a maverick’s behavior doesn’t impede team collaboration, project deadlines, or morale, there’s room for individuality, Xu says. “The level of quirkiness you’re willing to tolerate is really a matter of balance,” he states. “If their personality adds value without disrupting the team’s harmony or performance, then it’s worth embracing.”  Team Impact  Set team norms that allow for individuality while ensuring mutual respect and collaboration, Honnenahalli recommends. Address issues directly and constructively, ensuring open dialogue and fair resolutions. “Highlight how the individual’s quirks contribute positively to the team’s success, encouraging a culture of acceptance.”  Open communication is vital, Erhard says. “Talk to other team members about the issues they’re having and why it’s a concern for them.” Facilitating a dialogue between the individuals can help both parties see each other’s perspectives.  Related:How Today’s CIOs are Upskilling When to Clamp Down  Leaders should aim to channel quirkiness constructively rather than working to eliminate it. For instance, if a quirky habit is distracting or counterproductive, the team leader can guide the individual toward alternatives that achieve similar results without causing friction, Honnenahalli says. Avoid suppressing individuality unless it directly conflicts with professional responsibilities or team cohesion.  Help the unconventional team member channel their quirks productively rather than trying to reduce them, Xu suggests. “This means offering support and guidance in ways that allow them to thrive within the structure of the team.” Remember that quirks can often be a unique asset in problem-solving and innovation.  Diverse Perspectives  In IT, where innovation thrives on diverse perspectives, quirky team members often deliver creative solutions and unconventional thinking, Honnenahalli says. “Leaders who manage such individuals effectively can cultivate a culture of innovation and inclusivity, boosting morale and productivity.”  Every team needs a mix of personalities to excel, Xu observes. “The most innovative teams I’ve worked with had a variety of thinkers — some more conventional, others quirky in their approach.” It’s the diversity in thinking that drives creativity and breakthroughs. “As leaders, it’s our responsibility to cultivate an environment where these differences are not only accepted but celebrated.” source

Rebecca Fox is group chief information officer at cybersecurity consulting firm NCC Group. Responsible for technology and application strategy and delivery, she has over 15 years of experience leading technology functions, sales, and commercial teams. During her career, Fox has led digital transformations, system implementations, organization design, and complex and diverse technical and development teams on a global scale. Fox has a technical development background, yet her experiences include large-scale project/program/portfolio management, data management and strategy, and service operations.  In an online interview, Fox relates her experience trying to successfully assemble a high-stakes puzzle that was critical to her enterprise’s long-term success. She notes that the project, while immensely challenging, would ultimately benefit both the organization as well as her personal expertise and confidence.  What’s the biggest challenge you ever faced during your tenure?  A post-M&A integration — specifically, trying to consolidate CRM platforms across multiple businesses with different cultures, processes, and emotional states. I was tasked with delivering one system, fast. On paper, it looked like a straightforward strategic priority. In reality, it pushed me and my leadership to the edge.  Related:How Today’s CIOs are Upskilling What caused the problem?  I tried to move faster than the business could absorb. I had the solution, I had the plan, but I hadn’t built enough of the runway. I underestimated the emotional impact of M&A and overestimated the readiness for change. I hadn’t done the people work first. It’s like giving a child bitter medicine — it may be the right thing, but if you don’t wrap it in understanding, empathy, and communication, they’re going to spit it out.  How did you resolve the problem?  I had to hit pause and reframe the whole project. I focused on outcomes, not process. I also became a lot clearer on the outcome and why. But above all I prioritized relationships, because without trust, there’s no traction.  What would have happened if the problem wasn’t swiftly resolved?  We would have launched a platform no one used. Worse, I would have burned out the team, damaged relationships, and lost momentum at a time when unity was non-negotiable. Change would have stalled, and cynicism would have grown.  How long did it take to resolve the problem?  The platform landed within months and was received better because of the tension and disagreement that forced us to get aligned. But the leadership lessons? That evolution has taken a career. That M&A moment was just one chapter — a pivotal one — but part of a much longer journey in learning how to lead through people, not just through plans.  Related:Why IT Leaders Must Prioritize Leading Over Contributing to Projects Who supported you during this challenge?  My team, even when I didn’t get it right the first time, and a few brave peers who gave me the kind of feedback that stings in the moment but sticks because it’s true.  Did anyone let you down?  Yes — me. I let myself down by pushing too hard, too fast. I let my team down by not giving them the space to speak up sooner. I’ve had to own that, grow from it, and lead differently since.  What advice do you have for other leaders who may face a similar challenge?  Build the relationships before you need them. The role of CIO today isn’t just about technology, it’s about influence, resilience, and focus. You are the negotiator, the connector, the cheerleader, and you must anchor everything to the big three: grow revenue, increase margins, and reduce risk. That clarity makes it easier for everyone to understand the ‘why’ behind the ‘what.’  Is there anything else you would like to add?  It took me too long to realize that relentless focus on the customer is what cuts through the noise. We’re not here to launch platforms. We’re here to make the business better, and that starts by aligning every decision to the outcomes that matter. Progress is messy, tension is necessary, and leadership is about showing up — especially when it’s hard.  Related:How to Handle a Runaway IT Development Team source

Is it time to consider a new IT specialty like automation engineering? Jobs site Indeed defines an automation engineer as someone who will “search for ways to simplify activities for employees, consumers and companies by automating specific systems and manufacturing processes, like store checkouts or assembly lines”. These individuals work alongside IT and department managers to develop automation plans and then implement automation into business processes. They use programming languages like Java, C# and Python, and they know how to work with machine actuators and sensors. Most importantly, they possess expertise in the application areas they are asked to automate. In other words, a retail automation expert might have skills in how to automate grocery checkout lines in stores, but they might not know much about how to automate a manufacturing company’s assembly line. In the area of robotics, many of the skills needed for automation engineers carry over for robotics engineers. A primary difference is that a robotics engineer is working on a robot. The goal is to program the robot with the necessary instructions for it to fit into an existing business process. Examples of how working robots are used include programming a robot so it can enter a nuclear facility to perform maintenance, or activating a warehouse robot that can store, pick, and deliver parts from bins throughout the warehouse while successfully navigating around obstacles on the floor. Related:How Today’s CIOs are Upskilling Robotics engineers use languages like C and C# and they commonly work on Linux platforms and must be familiar with the technologies of the particular robotics vendors they are using. Automation and robotics engineers are in high demand in business, although it costs considerably more to recruit an automation engineer (mid-100,000s salary range) than it is to hire a robotics engineer (the mid-point salary is around $80,000/year). Where Do These Engineers Report? Robotics and automation engineers must have the ability to cross-communicate with different departments when they implement solutions. They also need a thorough understanding of the different enterprise systems where the automation or robotics technologies will be deployed. It’s not much of a stretch to see that many of the system knowledge and cross-communicational requirements are exactly what one would find resident with an IT business analyst. The difference is that an automation or robotics engineer would have greater skills in programming, and in working with various mechanical and electronic interfaces. Related:Why IT Leaders Must Prioritize Leading Over Contributing to Projects As a CIO, I once had a project that required automation between our engineering CAD design database and the parts inventory, bill of material and work order systems on the manufacturing floor. There were too may disconnects between engineering and manufacturing. We wanted to eliminate this by integrating and automating information flows between the CAD system and the manufacturing systems. Engineering was running a standalone CAD system on an entirely different platform from what manufacturing was using to run its bills of material, inventory, and work orders. The initial decision was for IT to take the lead in this integration-automation project because IT touched all systems (except for engineering’s standalone CAD system). However, we found out quickly that engineering didn’t want to relinquish any control of its CAD systems for the automation project. We solved this by teaming an engineer from engineering with a programmer-analyst from IT and a manufacturing engineer from, and we got the project done. It wasn’t the easiest project that we ever did. Can IT Avoid Getting Involved? That project with engineering, manufacturing and IT came early in my CIO career, and I learned quickly that automation projects have many different pieces, engage many different departments, and can quickly become as politically charged as they are technically challenging. Related:How to Handle a Runaway IT Development Team I’ve talked to several other CIOs about how to get past politics.  Some are more than happy to just have the departments that want to automate retain their own consultants or hire in the people — and do the work themselves — but I’ve seldom seen this work. Why? Because invariably, the consultant or the engineer that a department brings in has a question about how to integrate with other enterprise systems that IT manages. One way or another, IT will be involved. Is There a Best Approach? From personal experience and from conversations I’ve had with other managers, an optimal approach to automation and robotics when IT works with engineering-oriented departments such as manufacturing, is to place the automation or robotics engineer in the engineering or manufacturing areas. Then the engineers can be savvy on the departments’ business processes as well as on the automation and robotics technologies that are needed. In this scenario, IT would be assisting primarily in system integration. However, if the company is in finance, healthcare, retail, or other non-engineering-oriented businesses, it’s likely that IT might be the best destination for a robotics or automation engineer, because the user departments won’t have the necessary skillset. In all cases, automation and robotics projects require strong collaboration and cooperation between departments and IT. In this way, everyone can be assured that they are moving into each project with a complete and comprehensive knowledge base of the business, the systems, and what they want to automate.  source

IT executives are under ever-increasing levels of strain. Chief information officers, chief information security officers, and chief technology officers are responsible for managing growing threat levels while juggling skill gaps and talent shortages. Even as awareness of the very real threats cyberattacks pose grows, the average C-suite remains indifferent until a crisis occurs.   Studies indicate that people in leadership positions are expected to be more resistant — perhaps even immune — to the stressors that result in mental health problems. But IT execs appear to be particularly vulnerable given the novel and tenuous nature of their roles.   The narrative emerging from both academic research and media reports suggests that they are being crushed by unrealistic job expectations.   According to one report, 78% of CISOs were seeking a new role due to the stresses of their job. Depression, anxiety, substance abuse and even suicidality are rampant at both the executive level and among their subordinates.   Industry leaders and external observers are now looking at how to address these issues — through both systemic change and individual effort. Here, InformationWeek investigates the state of mental health among IT execs and their teams. Andrew Shatté, chief knowledge officer and co-founder of meQuilibrium; and Lincoln Stoller, a software company founder and psychotherapist, offer their insights on the nature of the problem and how to address it.  Related:How Today’s CIOs are Upskilling The State of IT Exec Mental health  IT execs have begun to raise the alarm — they are not OK. A toxic conflagration of factors has resulted in a typical work environment that frequently results in severe mental strain.  An onslaught of cyberattacks, severe staffing, and skills shortages combined with indifferent C-suites have created a set of stressors that are nearly impossible to cope with.   A 2024 report on CISO burnout released by Vendict found that 80% of CISOs were highly stressed and 61% felt overwhelmed by the expectations placed on them. The problem has been brewing for some time — even a 2020 report by Nominet found that 91% of CISOs were suffering from moderate to severe job stress.   These problems run downhill — 50% of respondents in the Vendict report said that team members had left due to stress. A 2024 Hack the Box report found that 90% of CISOs were concerned about stress affecting their teams. Per a report by Yerbo, 42% of IT professionals are burning out and considering quitting their jobs.   Causes of Mental Health Decline  Related:Why IT Leaders Must Prioritize Leading Over Contributing to Projects An enormous suite of issues have contributed to the mental health crisis among IT execs.   Working conditions are of course a major factor. Their leadership positions are often lonely. They are part of the C-suite but often have little in common with their executive peers — who are more likely than not to dismiss their concerns. And they are responsible for hugely consequential aspects of the business, keeping it secure from threats and managing highly technical projects with little support.   “We may understand that they’re more important than we thought they were,” Shatté says. “But the distance between them and the rest of the organization creates a greater mental health risk.”  Their personalities also play into the equation. CIOs, CISOs, and CTOs are highly independent people — and some lack interpersonal skills. And they may view their ability to meet punishing deadlines and crushing workloads as a badge of honor.  “I see the CIO — and the whole tech department — as needing to become more personally capable in dealing with people, because they’re not really able to be isolated behind a computer anymore,” Stoller says. “Too many people are involved. If you go to school to be a computer engineer, they don’t teach you about mental health, they don’t teach you about management.”  Related:How to Handle a Runaway IT Development Team “They’re probably less ‘people’ people than most others in the organization. They’re more perfectionistic. They have to be very precise in what they do,” Shatté adds. “That can put them at greater risk of burnout, because they’re really giving more resources than they have.”  Vendict’s report suggests that funding and staffing difficulties play a huge role in driving mental health decline — both for these execs and their subordinates. The challenges of maintaining functional technological ecosystems are complicated by resource shortages, leading to long hours and an increased likelihood of errors.  Easy solutions are in short supply, but a number of steps can be taken to address this crisis.  Increased Funding and Staffing  While it is likely the most challenging ask for current CIOs, CISOs and CTOs, increasing their funding and staff resources would likely go the furthest in mitigating the factors afflicting their mental health. According to Vendict’s report, 45% of respondents said that increasing their resources would alleviate some of their stress.   Funding for parsimonious solutions, such as AI programs that might be able to automate tasks that must be done manually by analysts, might serve as a compromise. If AI programs are able to eliminate the need to analyze every report manually, cyber teams are then able to turn their attention to the most pressing issues.   Investment in both technological and human resources has a cascading effect. Alleviating strain on staff by improving the tools they have to execute their tasks and compensating them at fair rates reduces turnover rate. Encouraging them to stay through regular training opportunities can further facilitate a cooperative and enthusiastic workforce.  Their bosses can then concentrate on big-picture issues.   Open Discussion  IT execs can start the conversation themselves — encouraging the discussion of mental health issues among their peers and subordinates. By sharing their own struggles, they can create an atmosphere where others can do the same.  A CIO at a Minnesota insurance company shared a video describing his mental health challenges and found that his colleagues began sharing theirs as well.   These discussions need not be limited to mental health — dialogue about working conditions, conflicts and management of projects