A world chess champion recently quit a tournament when he was fined for violating a dress code by showing up to compete while wearing a pair of jeans.

He explained that after a lunch date he rushed to his room and changed his shirt and shoes for his afternoon match without thinking about the jeans he was wearing.

The incident has spawned a debate between tradition and changing with the times, But that’s not what I took away from the report.

I’m surprised that someone who sees multiple steps ahead in chess play failed to plan for making a match in time.

We all have our moments.

Have you ever been so caught up with what is in front of you that you didn’t see what is ahead of you?

Trusted Insight Is Keen Foresight

An ancient teacher said that the wise see danger ahead and avoid it, whereas the fool keeps going and gets into trouble (Proverbs 22:3).

The key word is ahead.

The problem for CEOs isn’t that they have executives who are enthusiastic about technology, use technology, and have an idea of how technology can help them now..

Your problem is executives who can’t see ahead. 

When it comes to technology, insight is in the foresight.

You use technology today that will continue to cost you tomorrow because someone decided that what was good then will still be good now. 

Immediacy is the enemy of innovation. 

I’m confident that your CIO is not guilty of this. Instead, in my consultations, I see the balance of your C-Suite pressing for technology needs of the moment without taking into account the implications of their decisions. 

If your CIO is not a strategic partner in your decision making, you may not have the information you need to wisely avoid the danger ahead. 

Notice I am not stating that where wise CEOs place their trust is in the CIO. I’m not pitting C-Suite members against each other. 

CEOs place their trust in the leaders who have foresight not just insight.

And not just your leaders, but also your outside partners, alliances and vendors. Too many of them are telling you what you need now. How many of them are informing you of what is ahead and what that means for now?

I recently considered a course of action. Before taking it, I asked, “What happens if I’m successful?” I realized that success in that area would undermine the success I am having in other areas. What looked to be opportune was, in reality, a trap.

Who are you listening to? 

You have surrounded yourself with leaders who are insightful. A course of action will likely be successful. But then what? 

The person who knows the answer to that question checkmates all others.

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