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One thing CIOs can’t underestimate? The value of the infrastructure team, and the “very nuanced, very complicated” work they do, says John Henderson, who reflects on the key lessons he has learned during his career.
As IT organizations take on a more strategic role, forming mutually beneficial partnerships with vendors will become increasingly critical, says Ryan Smith, CIO at Intermountain Healthcare.
An organization doesn’t have to be based in Silicon Valley to innovative and effective. It has to have the right structure to be able to “move forward deliberately” and “get things done,” says Richard Zane, MD, chief innovation officer at UCHealth.
Part of the CIO’s role is to ensure initiatives can be delivered in a way that doesn’t disrupt availability. What’s just as important, however, is having the confidence to proceed even when there is some risk, says Brian Lancaster.
When stepping into an IT environment where things have been “bolted on,” a CIO’s first priority should be to “create a framework for service requests, and improve communication among departments,” says William Walders.
