Another year draws to a close. As I write, snow falls, an already beautiful landscape now clothed in white, the contours and simplicity pleasant to the eyes.
Soon it will disappear, and that which is constant, the trees and grass and structures and roads will remain.
As a CEO, you see a lot of seasons come and go. The strength of your leadership and your work is in the constants you surround yourself with.
Your leaders are your greatest constant. Particularly, your CIOs and other technology leaders, who deal daily with change and innovation, are most valuable when they present to you steadiness and reliability.
What I Saw In 2024
As usual, I spent time every day in conversations with technology leaders and weekly in groups. I observed four dynamics that strengthen their reliability to you.
They intensified their learning.
Technology leaders swam into depths of issues, challenges and opportunities presented by AI and other technology development. They did so by increasing their involvement in peer groups, coaching and consultations. They had to fight for funding at times. Their learning goes to your earnings.
They were supportive of their peers.
None of the leaders I work with feel competitive with their peers. The tech industry has learned that the opportunities and the overwhelm is too great to not rely on each other; the context in which they work is unique but not the issues they face.
They stepped up to the challenges.
Every leader in your C-Suite is rising up against something, none more than your tech leaders. It’s my unapologetic bias. You know this: technology is still a frontier being explored and leveraged, and your tech leaders field more questions about what to do than most. Despite uncertainties in an industry certainly needed, tech leadership isn’t backing down.
They found themselves competing against their business leaders.
To quote the Grinch, “the unmitigated gall.” Your leaders use technology daily in work and apart from work. The temptation at using something is coming to believe that you are proficient at it. I’m still surprised by the number of business leaders who give input on technology without knowing what they are talking about or having the humble decency of asking more questions.
As a CEO, you get to model this. Your tech leaders are all about providing understanding; they are not so thrilled at debating short-sighted solutions.
I told a CEO this week, “You are building a planned development, not putting a house on a lot.” Your tech leaders see every project as part of a comprehensive whole; too often, business leaders are looking only at the house they want to build.
I’ve never been more excited to see a year approach. 2025 promises to be a year of fruition and alignment. I see a number of dynamics coming together with you, your tech leaders and your C-Suite. Between Covid, remote transitions, and AI launches, we’ve had a few unsettled years.
I’m proud of your IT leaders. They are prepared for what’s to come, and in alliance with peers who are committed to their success.
How do I best help you make 2025 the year of alignment for your business and your technology?
