Yeah, I think that’s what I would say. It’s I think there are two separate issues here.
One is, yeah, the level of kind of scrutiny and stress on the CIO is probably at the highest level it’s ever been, which isn’t entirely a bad thing, by the way, but like, like. So it is. It is a very stressful role.
It reminds me of, like, the CMO role of over, you know, a few years ago, like, in the expectations are very high. You’re working in a very changeable market. Like, there’s going to be stress and pressure, but you can’t divorce that from the external environment, right?
So it’s also a time of economic instability. It’s a time of geopolitical instability, and we’re living through an acceleration in an industrial revolution. So like, you know, if the 10 years, 3.3 years, what’s changed in that time? Probably everything right for a lot of organizations.
So it’s unsurprising that the person at the beginning of it might not be the person that survived it, just for the fact that they were there at the beginning of it, right, like they’d been inside it, so they can’t see what needs to happen externally.
But I think what’s really interesting is, I do think we’re at a very specific point in time, and it’s one of those, you know, was, you know, that idea of, like, you know, people always underestimate how much is going to change in five years, but overestimate what’s going to change in a year, like, I do wonder what tenure will look like for senior executives in it in maybe three or four years, when maybe, like, there’s a bit more of a well trodden path around these things.
And it’s not just everything gets thrown up in the air and see where it lands. Keith Shaw Yeah.
