娇色导航

I’ve spent 15 years in IT executive leadership, watching the role of the 娇色导航evolve from a back-office function to a board-level strategic partner. Early in my career, technology was often seen as a utility; a tool that kept the lights on and the ledgers balanced. Today, younger executives treat technology as the very fabric of their social and professional lives, seamlessly weaving it into every customer interaction and operational process. Meanwhile, some organizations still regard IT as optional, a line item to justify rather than an investment to pursue.

As CIOs, it’s our responsibility to bridge that divide, planning for the long term and embedding technology at the heart of the enterprise. We must shift culture from “proving” tech’s value to embracing it as core. This is not about adopting technology for its own sake; every initiative must deliver positive NPV and ROI, but about changing the question from “if” to “when.”

Recognize the critical tipping point 

Earlier in my career, I worked with an organisation whose newly appointed CEO regarded IT chiefly as a cost centre and was hesitant to prioritize digital initiatives. In contrast, three of his direct reports, each under 40, live and breathe technology, treating it as instinctively as they do their mobile devices and wearables. They had already encouraged me to champion AI and other digital solutions that halved processing times.

This generational tension is now playing out in boardrooms across industries. As highlighted in the , organizations that treat technology as a core capability achieve faster revenue growth than their peers; by contrast, those that lag risk obsolescence in sectors where agility and customer experience are decisive competitive differentiators. 

The first step is acknowledging this tipping point: either you lead the change or you watch competitors outpace you. We must recognize that technology now sits alongside finance, once regarded as bookkeeping, now a source of strategic insight. The same applies to HR; they have expanded from payroll to culture-focused leaders. As CIOs, we’re called to redefine our metrics, our partnerships and our mindsets to reflect this new reality. 

Apply a 4-step strategic blueprint 

To guide organizations through this shift, I propose a clear four-step blueprint that I’ve used successfully across manufacturing, supply chain and not-for-profit sectors.

1. Secure visible C-suite sponsorship

I begin by engaging the CEO, CFO and Board in a digital roundtable. Within the manufacturing sector, I formalized monthly check-ins with the finance and HR heads to review IT’s progress against shared objectives. This visibility builds accountability and turns digital initiatives into enterprise priorities.

2. Align the IT roadmap with jointly owned KPIs

Next, we tie every project to metrics on revenue growth, productivity improvements and operational resilience. In a retail rollout I led, I agreed with finance to measure same-store sales lift and with operations to track uptime improvement. These KPIs weren’t just “nice to have”; they were part of each executive’s performance objectives.

3. Cultivate a digital-first culture

Culture change comes from co-design workshops, targeted up-skilling and celebrating early-win pilots. I’ve co-facilitated hackathons where marketing, supply-chain and IT staff collaborate on proofs of concept. Celebrating success, no matter how small, creates momentum and converts sceptics into champions. An HBR article from March 2020 highlights how .

4. Embed governance and reinforce with data-driven communications

Finally, we establish technology governance mechanisms on par with finance and HR dashboards, including review boards, risk committees and performance councils. We complement these with regular success stories presented to the board, the executive team and frontline staff. In the FMCG sector, I launched a monthly “digital spotlight” newsletter featuring metrics, user testimonials and lessons learned. Over time, this consistent narrative cements IT as an indispensable engine of sustainable growth.

Cement technology as the engine of sustainable growth 

Leading this transformation demands long-term planning and a commitment to continuous learning. It means shifting organisational language from “IT projects” to “business outcomes” and from “technology proof-points” to “strategic imperatives.” We owe it to our stakeholders — employees, customers and investors — to move beyond semantics and to cultivate an environment where digital innovation is expected, not questioned. 

I recall a session with a board that struggled to see technology investments beyond their price tags. By reframing our conversation around customer retention rates and operational agility, I received unanimous approval for a 2-year platform modernisation. That moment underscored the power of thinking like a CFO and an HR leader, not just like an IT professional. 

As CIOs standing at this critical inflection, we must champion a future where technology is woven into the organisation’s social fabric. Every digital investment must still meet rigorous financial criteria, yet the question becomes not “should we do it?” but “when can we start?” By following this four-step blueprint — securing sponsorship, aligning KPIs, cultivating culture and embedding governance — we can lead our organizations confidently into the digital era.

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