How have CIOs continued to evolve organization initiatives around the services they deliver?

1.7k views3 Comments

CEO in Services (non-Government), Self-employed
The new role of the CIO is coming with a new name. And it's not information, it's innovation or some other experimental phrase. Chief digital transformation officer is a new title not being associated with data. You still have data as its own role, the CDO. So the role of CIO is becoming closer to the CEO role rather than just a technical one. That's what we're seeing across almost every area that we work in.
Senior Director CIO Office in Software, 1,001 - 5,000 employees
A lot of CIOs have a narrow window of opportunity in terms of keeping a grasp on machine learning and AI tools. When you're doing something different on that assembly line because the ML model says that demand in 1,200 zip codes across the United States will dip in the fourth quarter because of projected COVID outbreaks, layoffs in some core companies, bad weather, and voting habits, the data really gets important. And that’s when the light bulb goes on and CIOs start to look at the IT person, and say, "Wait a minute, we're making real business decisions on this. Don't we need somebody else to do that?" So I think CIOs will succeed if they can master that. Otherwise, what the IT folks end up doing is just basic data warehousing, operational reporting, and business intelligence.
CIO, 5,001 - 10,000 employees
It's hard to change your organization to be something fundamentally different if they're not structured themselves to adapt to that work. If financial data isn’t done consistently around the company, getting evidence to support your initiative can be really difficult. And once you’ve established the need for change, the question is, how do we keep it current and make it a discipline that's built into the org? Once you have the data you need it's about how to shift things and what is the right time to shift what pieces? Then making recommendations about how to change is another thread running in parallel.

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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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