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What takes up most of your time as CIO/CTO?

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.

Anonymous Author
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.
5 upvotes
Anonymous Author
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.
5 upvotes
Anonymous Author
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.
3 upvotes
Anonymous Author
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
3 upvotes
Anonymous Author
Managing customer and stakeholder expectations and ensuring that we stay on the path to be customer-centric.
3 upvotes
Anonymous Author
ill-concieved and poorly managed meetings
2 upvotes
Anonymous Author
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.
1 upvotes
Anonymous Author
Resolving conflicts in technical arguments and define the techncial strategy.
1 upvotes
Anonymous Author
Justifying your existence and dollar spendings :)
1 upvotes
Anonymous Author
Creating and maintaining an environment conducive to innovation, continuous learning, and professional development.
1 upvotes
Anonymous Author
Technology and Business Strategy, Staff Development, Innovation Curation, Vendor Management, Financial Management and Technology/Operations Problem Management.
1 upvotes
Anonymous Author
What takes up my time? Right now, security and experience takes up a majority of my time as we move into a new chapter of COVID and Fall Semester here. Strategy is in the mix but those two are the main focus right now.
1 upvotes