FEATURE : CIO PROGRESSION the C-suite and the organisation as a whole is table stakes . This requires not just partnership by the CIO but also their entire IT team . Focusing on building an IT organisation that is product-based can challenge the status quo , and iterating for consistent innovation is required . Through efficient , active partnerships and collaboration with other stakeholders , CIOs can steer their teams toward making a positive business impact .
Speak each others ’ languages for buy-in
First , CIOs must take the time to understand and internalise what other stakeholders are prioritising and why . For example , accuracy and reliability are generally important to a CFO ; speed is important to a CRO . CIOs must work well with each of these stakeholders , so balancing that accuracy with speed ( which is a careful art ) helps to gain confidence from each in the long term . It doesn ’ t happen overnight but laying the groundwork – especially when starting a new role – pays off in the long run .
Say ‘ yes ’ to innovation and bring other stakeholders along as a partner
My ultimate goal as a CIO is to leverage technologies to benefit the business . Technology touches many different aspects of the organisation , so tapping other stakeholders ’ expertise is essential – especially when it comes to security , privacy , risk management and legal issues .
To use AI / LLMs as an example , many IT professionals say ‘ no ’ due to concerns about compliance , control and the governance risk of the technology . While these are valid worries , they are also areas of expertise for security , privacy and legal teams to provide guidance . Our job as CIOs is to say ‘ yes ’ to the right innovations and to collaborate with the security and legal teams to establish the proper controls .
Solicit regular feedback – and follow through
Offering avenues for other stakeholders to share regular feedback about the IT organisation is essential for understanding concerns and areas for improvement , as well as anticipating potential roadblocks .
My philosophy on building trust is through delivery . I take feedback seriously and at face value so I can lead my team to deliver on promises , whether adjusting an area of improvement in the right direction or doubling down on activities other stakeholders find helpful . Being upfront about challenges , missteps and missed opportunities goes a long way , too – the appreciation most leaders have for transparency and accountability can ’ t be understated . p
Naveen Zutshi , CIO , Databricks
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