Often in a project, CIOs are constantly experimenting to see which part of their plan really sticks. Very often, they do not admit this even to themselves and, by doing, keep themselves in the dark.
Even after the pandemic is losing its stronghold in some parts of the globe, enterprises are only tightening and strengthening their IT infrastructure, and the CIOs’ influence over the enterprises has never been more crucial. Yet, having the influence among the board and over their resources and investments, experts believe that CIOs sometimes fail to set the right priorities and make wrong decisions and end up pursuing the wrong goals.
These situations occur when CIOs fail to confront the real problems and wrongly assume that they are making the right decisions.
Here are four situations when CIOs in the business operation of enterprises inadvertently keep themselves in the dark:
When CIOs believe they are aligned with the business
Experts believe that the idea of aligning IT with an enterprise business operation sounds so much interesting to CIOs that they immediately expand the IT governance processes to make it happen. Yet, only a few enterprises across industries are actually able to align IT with the business.
As aligning comes down to keep the stakeholders happy, many CIOs request for budgets to drive business focused technology developments. With this chargeback system, CIOs try to make sure that they are aligned with the business budget even though the IT goals may not be aligned with the business objectives.
Decision to Only upgrade systems when they deliver an important business value
Upgrading business applications and systems only when they can deliver a clear business value enables CIOs to easily have confidence and approval among their stakeholders. They are often seen as someone who is not diverting the resources of enterprises just for technology investment. But, such kind of a decision takes a toll on the actual IT budget- and investments that are needed to run the IT operations smoothly and efficiently to keep the lights on.
These results in deterioration of the systems in the long run and the responsibility, under the circumstances, will lie on the IT leadership. Since software and system upgrades are preventive measures, not paying for them early will cost an enterprise a hefty sum later on.
Assuming they are doing things the agile way
Many CIOs like to believe that they are following an agile methodology, while in reality; most are still following a form of ‘agile-fall’ instead. This means they are still following each one of Scrum’s formalisms while ignoring the fundamentals of an agile methodology.
Experts deduce that CIOs are only checking off the boxes of agile practices instead of actually keeping track of them. Hence, instead of cutting corners, CIOs must embody the spirit of agile transformation in their IT practices.
Thinking their Information security is impenetrable
Like the agile fall and checklists scenario, CIOs often think that their current information security is in great shape. That having a compliance certification attached is actually a sign that their information security is impenetrable as it is. However, the CIOs who are concerned from time to time about their information security and believe there are a few gaps that need to be addressed, are the CIOs who are in great shape.
The responsibilities of CIOs are continuously changing. Even though they have a greater say in the business operation of enterprises than they had before, they still need to constantly evaluate themselves. Instead of finding ways to please the board, they should strive to find ways that will help to keep the business operation of the enterprise intact and healthy.