Strip away the layers of industry-specific technology, regulations, employees and constraints, what connects the modern CIO?
Business technology executives — whether CIOs, CDOs, CTOs, CISOs or others — are in a constant fight for relevance. C-suite executives look to these roles for guidance on a rapidly shifting technology landscape.
Disruption is certain and legacy companies have to intertwine technology into core business operations to remain relevant.
Though overused, digital transformation pulls on every sector, forcing business technology executives to respond.
CIO Dive compiled the interviews leading technology executives, offering articles on subjects from CIO leadership strategy to creating a security-first culture.
"We don't talk about digital transformation... I don't like that term, because it's a buzzword, and it means 15 different things to 15 different people."
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"You've got to keep the lights on every day with your legacy ERP environments" while innovating in the consumer-facing, internet of things, and data and analytics realms. "That puts pressure on us every day as to how do you kind of divide and conquer."
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"We're now getting smarter about how do you engage the customer sooner… How do you take this sort of minimally viable approach that says, lets just show them 5% of what we think we can do to get their feedback and keep rolling forward."
Read more"Don't get caught up in the next title and the next promotion, try to round out your experience because your career ... it's not a sprint to the top."
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"The appetite for transformation, if anything, has increased. And using technology in a smart way to continue to transform the company and that will live well-beyond my tenure."
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CIOs want to help businesses become "more digitally savvy and raise their IQ of how to think differently about business" and make technology an effective change agent. Right now, IT in many organizations remains "more of a back office-type function."
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"Coming in the door, there was a recognition that our company was radically transforming itself, and that the company's technology and technology department were going to need to change in step with that."
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When Steelcase decided to renovate, "it was the company saying, 'hey, we need to work differently and IT needs to be part of what we're doing as a company more closely in order for use to be successful.'"
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"I sometimes describe myself as professional connector/agitator for our agenda among our leadership team… I view it as my job to look for and seek out the gaps in our execution across the various functional responsibilities we have."
Read more"We're trying to develop a security-first culture where it's baked into the software development life cycle so that it's not just our people that have security in their title that are thinking about those things."
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