A4) Double down on relationship building for sure. Show up for #ciochat and other learning experiences. 😇 Depends on whether there's a CTO, CAIO, or some other role that already has more outward-facing vision. Art of the possible and building reusable platforms for speed.
A3) Depends on the org and market, but there may be opportunities for #IT to co-create new business models, services, platform plays, etc. to compliment and extend "the business" (like digital twins for jet engines). #ciochat
A2) Just wrote about that on LinkedIn the other day. $ in, $ out, risk up, risk down, opportunities enabled, and threats defended are our value props. Give the business our best estimates and confidence ranges, but they get to own "their" projects in the end. #ciochat
A1) The business / #IT divide has to end. Not just so IT can be seen as an engine of growth, but not as a set of sticking brakes and "no" everywhere (also true of the CISO's org). We play as a cohesive team or we lose every game. #ciochat
A4) As [Ali] said, the experience gained with public #cloud's variable costs has been valuable when accounting for token burn. So far, tracking closely ane optimizing at strategy / design time where we can. #ciochat
A3) So far, working that into project and product budgets and forecasts. As [Isaac] said, those forecasts have to stay pretty darn loose since estimation is rough at best. Model churn doesn't help. #ciochat
A2) Prompt discipline / design and model choice more than in-line model routing. Maybe a path to fewer surprises, maybe not. #ciochat
A1) Not ramping anything new right now, so [token burn is] flat-ish with existing people and services. Definitely not in the "track employee token burn as a proxy metric for their value creation" camp. #ciochat
A4) All of the new capabilities you mentioned earlier, but I am fatalistic about the risk. We have to have (and maybe steer) open, honest, clear-eyed talks at high levels to manage the speed / risk trade-off and ensure alignment with share- / stakeholder risk appetite. #ciochat
A3) Decentralized ownership on top of reusable architectures to enable the business folks to own the things that might normally turn into #ShadowAI. Sadly, an #AI center of excellence scales even worse now than relying on one to keep #cloud in check. #ciochat
A2) Whenever possible, making a "plaform play" and defining reusable components, infrastructures, and architectures that we can use to speed up the rest (and accelerate the cycle). Complexity and super-sprawl (much like microservices) are two of the enemies. #ciochat
A1) Stakeholder alignment, but that's partly because I insist on security, audit, privacy, and risk folks being first-class stakeholders and brought in from day zero whenever possible. #ciochat
A4) If the #CIO doesn't bring more value than that, they'll be replaced by the CIObot (w/ maybe a fractional/virtual human in the loop) in no time. I'm not going to do the McKinsey thing and count bots as "digital employees". #ciochat
A3) That is the big Q! One question I ask everyone is "are you building the simolest solution that fills the need?" Sprawl (of every kind) and complexity are the enemies of predictability going in and transparency / explainability coming out. #ciochat
A2) 😆😢😆😢😆😢 Without making the teams feel threatened? That is, sadly, not the story of anywhere I've been lately. Whether it's the algorithms, the out-sourcing, the downsizing, or the M&A; the pressure is building. #ciochat
A1) Nothing too sexy here. The usual kinds of ticket routing, workflow, and #SLA management were the start. #FinOps brought a lot of data requirements and algorithms in as well. #ciochat
A4) Sounds like a good recipe. Aligning w/ business goals and keeping one eye outside the company on customers competitors, potential disruptors, and opportunities is becoming a #CIO necessity (almost) w/o regard to the make-up of the C-suite. #ciochat
A3.2) Literally *everything* is connected, and pretending otherwise just gets us in trouble. Holistic approaches are harder and sometimes costlier up front, but finding and debugging the issues between services (at every level) reduces risk across the board. #ciochat
A3.1) Balancing "left of boom" and "right of boom" planning & prep. Tabletop exercises to keep costs down but vigilence up. The real difference between #IT Service Continuity and true business continuity... #ciochat
A2) Prioritizing relationship management, partnerships across the C-suite and LoBs, and proactive, transparent communication so nobody has to guess when / why / whether we're super busy or running short on other resources. Not redefining success criteria midstream. #ciochat
A1) At the last day job, it was the dark side of "ownership". Not just petty fiefdoms and bickering but "we own this [data, service, contract, whatever] and can cut everyone out as much as we want". The "... and find out" stages were predictably brutal. #ciochat
A4) Continuous #FinOps. Predict what we can with relative confidence but track everything in real time that we can. #ciochat
A3) Not sure I'd go so far as to say "probabalistic models", but wrapping some explicit confidence intervals around all the raw numbers provides some level of reputational armor. #ciochat
A2) Yes, and leveraging as much #FinOps as possible to understand current / historical costs and help us predict as much as can within a decent confidence interval. #ciochat
A1.3) Regardless or breakdown or percentage, an org's #innovation budget probably shouldn't have been subject to hard caps unless absolutely necessary. #ciochat
A1.2) There are still some foreseeable and controllable costs (cloud or otherwise), but the CapEx-or-bust crowd has had a major impact there. #ciochat
A1.1) Looking back over a few orgs, that started long before the current #AI hype wave for sure. All the rest have played roles along with virtualization, a drive for self-service infrastructure provisioning (cloud or not), etc. #ciochat
A4.2) All of the above in part because pulling back from some of the earlier decisions carries costs for which we're not ready. Double down on the learning & understanding bits of your org. None of this works if you're operations-only and hoping providers do it all. #ciochat
A4.1) Cloud-smart but likely with an edge toward cloud-first in many orgs because everybody is still under pressure to optimize spend and focus on revenue generation, business opportunity enablement, etc. #ciochat
