The year 2020 has shown CIOs that they need to step up their game. Instead of only focusing on their core functions, they also need to think about their decisions from a business perspective. Yet, there are some CIOs who fail to concentrate their efforts on the business objectives of their organizations, thereby crippling their chances of achieving success.
Because of the rapid pace of digital transformation, CIOs have no choice but to accelerate their technological initiatives in order to keep their business afloat.
The immense organizational pressures and constant uncertainty in the enterprise landscape has made it difficult to rely on traditional best practices to keep the infrastructure secure, stable, and dynamic enough to serve the evolving needs of the customers.
While many CIOs seem to be doing well, experts say that some of them are still making mistakes when it comes to executing their leadership and strategy decisions. And, unfortunately sometimes, they end up making these mistakes without realizing it.
Hence, it is critical that CIOs are aware of any actions that might prevent them from achieving the enterprise’s business goals. Below are four ways that CIOs sabotage their own success and what steps they can take to avoid them:
Not taking external help
Many CIOs have a team of dozens, if not hundreds, of IT professionals. Having such a wealth of resources and skilled professionals at their disposal, CIOs often don’t think of hiring external support.
But, as today’s enterprise environment is unpredictable, it is essential to consult with someone from outside the organization who is familiar with the industry trends. Moreover, outsourcing or hiring expert consultants can also give CIOs a fresh perspective on how to improve IT strategies without losing pace and agility.
Not operating in the gray
CIOs are often afraid to communicate their ideas to the business leaders unless they are sure it will work. But today’s enterprise environment is uncertain and failing to operate even in the gray area can jeopardize an organization’s ability to make real progress.
CIOs should understand that the board, their C-suite counterparts and other business leaders understand the risk-reward of every decision they make. Moreover, they know that the solutions provided by the CIOs aren’t 100 % risk-free but they may have a higher potential payoff.
Making assumptions about their employees’ engagement
The remote working model has increased the culture stakes for every enterprise. Often, many experts are unaware of the perks and pitfalls that come with it.
By assuming that their employees are productive and engaged, CIOs sabotage their chances of success and contribute to a talent drain. CIOs must communicate with their teams on a regular basis, regardless of where they work, and constantly provide learning opportunities and challenges.
Furthermore, CIOs should be proactive in getting in touch with their team members and asking them for their feedback on the remote culture.
The current state of uncertainty in the enterprise industry is unlikely to change anytime soon. Hence, CIOs must be aware of the destructive behaviors that can prevent them from achieving their goals and they must also be mindful of the actions they need to take to positively contribute to the overall objectives of the organization.