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Director of IT in Software, 1,001 - 5,000 employees
I’ve found that the largest chunk of my time is spent on managing perception. From the very beginning I'm setting forth all of these contingencies: here's what could go wrong, here's what we have to expect, etc. It ultimately leads to, unfortunately, painting the systems teams or IT teams in a particular light that doesn’t always convey how dependent we are on the business to deliver a successful result.
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CIO / Managing Partner in Manufacturing, 2 - 10 employees

The majority of modernization projects fail because of the way the business wants to approach it, the resources they've put on it, etc.

CIO / Managing Partner in Manufacturing, 2 - 10 employees
I often joke that as a CIO, I spend more time on change management than I do on technology. You can put in place whatever system you like, but if people aren't using it, you're not getting the value or benefit. So you need to get people on board.

I've done big projects, including ERP-type projects, where we started the change management five years before we started the project. It took us that long to get the general manager and executive team fully on board with what the project really meant, because it was so massive to the company.
CIO in Software, 51 - 200 employees
Recruitment and managing realities. For some reasons, it has become tougher to get right candidates on-board due to pandemic at all levels. Also, our age old profile of telling what IT can do to enhance our business customers business is diminishing. It is moving to other side on what makes sense pragmatically and how their business plans should not get artificially jacked up due to wrong expectations from IT benefits
Board Member in Healthcare and Biotech, 1,001 - 5,000 employees
Couple of things:

First, staying connected to peers, operating teams, ans end customers to make sure that whatever we are deploying is relevant to the enterprise needs. If you are not connected, in all probability “change management” is a big one for IT

Second, keeping up with innovation to ascertain where we can apply new and shiny technology to solve a problem or create an opportunity. Then exploring and educating the business people on possibilities

Lastly, making sure the team (internal and external) feels empowered and has all the support they need to succeed. It is the responsibility of the CIO/CTO to keep the team excited, engaged and rewarded. They will do anything for you when they believe in you as a leader and not a manager.
CEO in Services (non-Government), 2 - 10 employees
The biggest chunk of time is consumed by stakeholder expectations management. Whether it is end customers, peer executives, team members or other teams. Making sure there is free flowing communication and expectations are managed accordingly.
Chief Technology Evangelist in Software, 501 - 1,000 employees
Resolving conflicts in technical arguments and define the techncial strategy.
Director of Information Security in Energy and Utilities, 5,001 - 10,000 employees
Justifying your existence and dollar spendings :)
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GVP in Software, 10,001+ employees

Lol, do you have templates you can share for this?

Director of Information Security in Energy and Utilities, 5,001 - 10,000 employees

I usually end up juggling numbers around in excel :) Built-in brain randomizer randomly assigns $ figures to each project, then you share said output with finance who will demand an automatic 20% cut to said numbers. Then you politely remind them that they can really use some new hardware and number goes back up to 10% cut...

vp information technology in Consumer Goods, 51 - 200 employees
ill-concieved and poorly managed meetings
Director of Technology in Government, 501 - 1,000 employees
Managing customer and stakeholder expectations and ensuring that we stay on the path to be customer-centric.
CTO in Software, 201 - 500 employees
Creating and maintaining an environment conducive to innovation, continuous learning, and professional development.

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