If you really want to drive change, the first six to 12 months in a new leadership role should center on one key goal: getting to know the people, says CIO Jeff Sturman.
For Dana Sellers, the best part of being in consulting was meeting with clients and working to solve their problems. But inevitably, she was the one who’d end up learning something.
By limiting the number of consultants they used while implementing Epic, VHC was able to not only save costs, but also develop in-house talent that will benefit them down the road, says CIO Mike Mistretta.
Now more than ever, the CIO needs to be someone who can “help the rest of the organization understand the limits and the reality of technology,” says Gary Light, and bridge the gap between what we want and what we need.
One of the reasons being a consultant is such good preparation for the CIO role is that the two are actually very similar, says Shane Pilcher, who says both are expected to broadly bring a level of expertise to any area.