Latest posts tagged with #CIOChat on Bluesky
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
A3) I'm feeling lucky at the moment not to be in a multinational or a government-facing entity that needs FedRAMP / GovCloud. But, recent moves in the EU do seem to signal another bloc pulling away from US #cloud hegemony. #ciochat
A2) Not trying to compete in #AI model building, primary training, etc. gives more options for where to run the resulting inference workloads. The hardware and software options for that are all over the map from GPUs to baked in accelerators to #IBM #Spyre and more. #ciochat
A1.2) Sadly, that stemmed from every possible bad fit. Too little move to the #cloud? Problems! Too much? Problems! Wrong stuff or wrong order of moves? Problems! Public cloud success was always going to be a Goldilocks story. #ciochat
A1.1) As a "right tool for the job" person, I never went all-in on OpEx over CapEx #SaaS, or #cloud. All have big strengths, but all have big caveats. Not sure the discussion is still "quiet" about cost & complexity spirals and either repatriation or shuffles. #ciochat
A4.1) The recent news items about Amazon and others "tightening up" their review processes are good examples of environments where you cannot wait for the review to find out how you're doing. Set & chart your own goals and wins. #ciochat
A4) I mash up "The First 90 Days" (with caveats), "Blue Ocean Strategy" (and sequels), and "Four Disciplines of Execution". Approach any new job w/ an open mind & thirst to learn. Keep your eyes open for sharks & pivot opportunities. Set your own goals & chart them. #ciochat
A3) Thought exp: walk up to anyone and ask "Would you say that you know yourself better than I know you?" (dangerous with a spouse) They all should say yes. As such, we have things we can learn from literally anyone. Get over that hurdle, and all #mentor rels open up. #ciochat
A2) In the last few orgs, the closest I ever saw to that was a deeply dysfunctional "old boy network" culture with less mentoring and more favoritism. Just one reason I'm not there anymore. #ciochat
A1.2) I can't say that I've ever had a linear career path, so I wouldn't be much of a mentor for someone who wanted that. Fit between #mentor and mentee has always been critical to the success of the relationship. #ciochat
A1.1) Not to make it creepy, but I've always thought a good #mentor was much like a good therapist. Get the mentee to ask themselves the right questions and explore their personal answers. People may still want pseudo-linear careers moving up the ladder, so lean in. #ciochat
A4) It starts and ends with business outcomes and solid, transparent communication. Everyone from the co-ops and interns to the c-suite should be able to connect their personal dots and know where they stand. #ciochat
