Peer-Driven Insights

Internal CXO Relationships

Active Ambassadors in This Topic

HUSCH BLACKWELL LLP

Services (non-Government), 1k - 5k

Community Posts

Yes, 100%22%

Not explicitly9%

Not at all1%

View Results

Yes, most security leaders.29%

Yes, some security leaders.58%

View Results

Strongly agree4%

Strongly disagree5%

Other (please specify)

View Results

Active Ambassadors in This Topic

Jeff Bower

Community Posts

Does the business support your IT strategy?

Have you been in situations in a new company or role, where you needed to assess the current technical debt, but did not want to appear to be critical of your predecessor? How did you navigate this?

Does decision making take longer in a remote or hybrid working environment?

Can you share your approach to discussing IT spending with your CFO? Any tried and true methods you've developed over the years to effectively communicate business value of technology spending in a way that resonates?

What can a CISO do if their authority is unequal to that of other C-suite execs (apart from the CEO)?

Have you identified any best practices for communicating the value of a heightened security function?

Is there a disconnect between security leaders and the businesses they serve?

“Stakeholder engagement is more often a hindrance than a help to project timelines.”

What defines a director-level role in IT?

How does insufficient communication impact a transformation initiative?

What business outcomes would justify adding another title (like chief digital or transformation officer) to your role instead of hiring someone else to perform that function? Are there certain industries where this makes more sense than others?

Does anyone ever find themselves in a situation where you need to delegate a task laterally, instead of down to a direct report? Curious how others handle having to make a request where success depends on needing to rely on a peer outside IT.

When the business comes to you with an unrealistic request, how do you turn that “no” into a strategic “yes, here's what we can do instead”? Can you say “no” while also giving the business what it wants?

Any advice for navigating outsized expectations when starting a new role? How can you manage expectations so that the business doesn’t lose confidence in you?

How do you adequately explain "opportunity cost” to stakeholders during IT budget conversations, so that budget priorities are successfully financed?

What do you think: do C-suite execs need to be educated about the finer details of generative AI before they can make good decisions about it?

Community Posts

Does the business support your IT strategy?

Have you been in situations in a new company or role, where you needed to assess the current technical debt, but did not want to appear to be critical of your predecessor? How did you navigate this?

Does decision making take longer in a remote or hybrid working environment?

Can you share your approach to discussing IT spending with your CFO? Any tried and true methods you've developed over the years to effectively communicate business value of technology spending in a way that resonates?

What can a CISO do if their authority is unequal to that of other C-suite execs (apart from the CEO)?

Have you identified any best practices for communicating the value of a heightened security function?

Is there a disconnect between security leaders and the businesses they serve?

“Stakeholder engagement is more often a hindrance than a help to project timelines.”

What defines a director-level role in IT?

How does insufficient communication impact a transformation initiative?

What business outcomes would justify adding another title (like chief digital or transformation officer) to your role instead of hiring someone else to perform that function? Are there certain industries where this makes more sense than others?

Does anyone ever find themselves in a situation where you need to delegate a task laterally, instead of down to a direct report? Curious how others handle having to make a request where success depends on needing to rely on a peer outside IT.

When the business comes to you with an unrealistic request, how do you turn that “no” into a strategic “yes, here's what we can do instead”? Can you say “no” while also giving the business what it wants?

Any advice for navigating outsized expectations when starting a new role? How can you manage expectations so that the business doesn’t lose confidence in you?

How do you adequately explain "opportunity cost” to stakeholders during IT budget conversations, so that budget priorities are successfully financed?

What do you think: do C-suite execs need to be educated about the finer details of generative AI before they can make good decisions about it?