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.
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.