322 views2 Upvotes5 Comments

Sr Director Bus Ops & SW Transformation in Software, 5,001 - 10,000 employees
I don’t think so.   I currently lead the business operations and partnering with software transformation at Juniper.  At Mist, I had a very broad role managing business operations.  I also had sales ops, logistics, supply chain, owning NPI, CPQ.  I ended up being dotted line to sales, to product, even if I was really reporting to the CFO. l’ve always been manager/boss agnostic.  It's not been something I really have ended thinking about. For me, it's more about, okay, what can I do to  have an impact and move the needle?
CIO in Energy and Utilities, 11 - 50 employees
Not at all. Your responsibilities as CIO don't change. The only impact you might have is better buiness insights and maybe more exposure.
ISSO and Director of the IRU in Healthcare and Biotech, 10,001+ employees
I think who re report to matters not necessarily the line. You are either a hard worker or your not. It shouldn’t matter the line you report too. You manager or supervisor can be horrible and cause less productivity and road blocks. However, if you are truly a self motivated person and a hard worker that cares about their job and performance none of it should matter.
CIO in Education, 1,001 - 5,000 employees
It shouldn’t.
Executive Architect in Healthcare and Biotech, 10,001+ employees
It shouldn't but it often does.  If I am asked by an executive to address a sensitive issue for a customer, the customer wants to be certain that I have strong communication and accountability with that executive. 

On internal matters I have observed that some individuals base the importance of my requests, and my time, on my reporting line.  This can happen when they don't appreciate the relative business importance of a request.  I correct these misjudgements as needed.  I suspect it is partly a cultural phenomenon, exacerbated by a global organization where many remote associates don't know me, other than as a box on an org chart.

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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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