The hardest part of being a CIO is creating enough structure so that people feel comfortable, while also encouraging the “messiness around change” that’s needed to forge a path forward, says Tressa Springmann.
Not only will exercising daily budget disciplines help get your team in shape for the annual budget marathon – it will also enable your process to continually evolve so that future changes are taken in stride, says David Bensema.
Today’s CIO needs to focus on running, growing, and transforming the business at the same time, says Vijay Venkatesan, which means shifting the mindset from implementations and infrastructure to information and digital.
As mergers become increasingly common, “the CIO is being thrust into a coordinating role,” says HIMSS CEO Hal Wolf, which makes it all the more critical to formulate strong partnerships.
If CIOs focus only on IT related innovation, “they are running with blinders on,” says Avery Cloud, who believes that by partnering with leaders from areas like marketing and legal, they can more effectively harness its power and find opportunities for improvement.