How can I be a trusted advisor/strategic partner to the business, rather than the roadblock/"office of no"?
Senior Director, Defense Programs in Software, 5,001 - 10,000 employees
A lot to this, but to answer your specific question - figure out why you are the office of no, and flip it to be the office of “yes, if…” to shape what it takes for you to be that strategic partner that can deliver.Content you might like
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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.Founder, Self-employed
Work travel is a privilege. Embracing your experience to meet new people, and see the beauty of nature and culture wherever you go.Input from the hiring manager59%
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