If you want to drive change, it’s not enough simply to be bought into the organization’s strategy – CIOs have to be “true believers” who can spread the word to others, says Tim Stettheimer.
It’s not just about planning for the future; CIOs have to bring “a certain energy and velocity to the conversation, because the change is relentless and the pace is increasing,” says David Reis.
When an organization is pushed to the point where one poor decision can have catastrophic implications, it’s time to bring in a “cleaner,” says David Chou.
From underestimating the importance of a successful demo to failing to include end users, there are missteps that can derail a buying decision, says Doug Tolley of KLAS, who offers advice for leaders in both camps.
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.