►
From YouTube: Emerging Role of CIO with Vijay Sethi
Description
In this session, I host Vijay Sethi and have a conversation about the emerging role of a CIO and lessons in driving successful digital transformation. hashtag#digitaltransformation hashtag#LeadershipConversation hashtag#Leadership hashtag#Transformation hashtag#LeadingTransformation
B
A
So
the
context
of
the
entire
thing
has
also
changed
a
lot
which
what
does
that
context
mean
from
a
End
customer
perspective?
Even
if
you
are
a
B2B
organization,
your
various
other
partners
in
the
ecosystem,
their
expectations
from
technology
have
changed.
If
you
are
a
b2c
organization,
the
expectations
of
your
end,
customers
has
changed
from
technology,
then
customers
have
become
very
technology
savvy.
A
The
fourth
dimension
I'll
also
use,
is,
at
the
same
time,
on
a
negative
aspect.
The
Cyber
threats
have
also
increased
a
lot
now
in
this
entire
four
wronged
approach.
If
you
look
at
the
CIO,
the
CIO
has
to
deliver
exactly
what
CIA
was
delivering
20
years
back.
How
does
how
do
I
ensure
that
technology
is
used
to
cater
to
all
these
things?
So
that
is
what
I
said.
The
context
has
changed.
B
Interesting
thanks
for
sharing
that
I
completely
understand
when
you
talk
about
the
fact
that
the
technology
evolution
is
completely
sped
up
in
the
last
few
years
and
it
is
only
getting
faster.
You
also
mentioned
the
importance
of
CIO
understanding
how
to
deploy
technology,
to
drive
business
results,
which
indicates
two
fundamental
truths.
B
For
me,
there
number
one
is
that
they
understand
the
evolving
nature
of
technology
and
are
at
the
at
least,
if
not
at
The,
Cutting
Edge,
at
least
they
know
where
the
technology
is
going
towards
and
at
the
same
time
they
also
understand
the
underlying
business
processes
and
the
business
itself
and
are
able
to
kind
of
match
where
the
technology
is
going
to
where
the
business
wants
to
go
right.
Now
that
presents
two
challenges.
In
my
opinion,
one
is
how
do
cios
actually
keep
up
with
the
technological
pace
of
evolution?
That
is
number
one.
B
A
There
are
a
lot
of
new
things
which
are
coming
up
and
over
here
at
the
CIO
level.
One
doesn't
expect
that
the
CIO
has
to
know
as
to
how
a
particular
algorithm
and
an
AML
would
work
or
how
a
particular
thing
in
RPA
would
work
or
how
that
I
think
the
quantum
Computing
is
going
to
work.
No
one
actually
expects
what
one
expect
is.
What
does
this
technology
bring
to
that
table?
What
are
the
functions
that
this
technology
can
do
how
this
technology
can
be
used
in
a
business?
A
How
can
this
technology
help
the
business
grow,
or
is
this
just
a
fad,
and
we
may
not
pursue
this
technology
at
this
point
in
time?
For
that,
the
second
part
of
what
you
said,
which
is
understanding
your
business,
is
very,
very
important,
so
the
CIO
has
to
understand
the
context
of
business
and
understanding
the
context
of
business
doesn't
mean
understanding
the
organization
only
so
if
I'm
fmcg
organization,
it's
not
that
I
need
to
understand
what
my
operation
does.
A
How
the
various
geopolitical
actions
can
impact
the
business
How.
Can
any
other
incident,
for
example,
covert
happen?
How
could
it
impact
the
business
How?
Could
a
war
which
is
going
on
between
Russia
and
Ukraine?
How
could
our
relationship
with
a
particular
country
or
a
group
of
countries
could
impact
positively
or
negatively
my
business?
A
What
are
the
opportunities
that
technology
can
present
to
mitigate
those
risks?
In
case
there
is
or
to
ensure
that
if
they
are
good
opportunities,
how
can
I
use
technology
to
ensure
that
I
actually
get
those
opportunities
very
fast?
For
that,
I
need
to
understand
business,
the
entire
context
I
need
to
understand
technology,
and,
lastly,
I
also
need
to
ensure
that
this
technology
in
case
it
is
there
I-
need
to
deploy
it
fast,
rather
than
just
waiting,
because
time
becomes
an
issue
of
a
sense.
So
time
is
it
says,
as
they
say
these
days.
A
You're
right,
actually,
in
fact,
if
you
read
some
literature,
it
says
that
a
lot
of
digital
transformation
projects
feel
and
the
definition
of
failure
is
not
that
you
really
fail.
The
definition
is
that
in
case,
you
had
set
up
certain
objectives
for
that
or
you
thought
that
these
digital
transformation
project
should
do
this
much
for
our
business.
A
They
never
achieved
those
results
and
that's
our
reality
and
a
lot
of
cios
who
do
understand
but
still
make
the
same
mistakes
and
I
think
what
we
need
to
do,
and
you
would
remember
we
had
done
a
similar
webcasts
one
two
three
years
back
on
what
are
the
major
pitfalls?
Do
we
a
lot
of
them
even
are
very,
very
relevant
today,
so
in
the
context
some
have
changed.
What
do
I
say
is
the
starting
point,
I
think
biggest
thing
in
digital
transformation
is:
are
we
really
clear
on
the
objectives
as
to?
A
Why
am
I
doing
it
most
of
the
times
digital
transformation
objectives
are
not
very
clear
either
they
are
pushed
because
somebody's
wanted
to
do
it
that
way,
either
from
business
or
from
the
IIT
or
maybe
because
your
neighbor,
your
relative,
maybe
your
competitor
or
somebody
else,
is
doing
it
once
you
do
something
which
is
not
meeting
your
objective
or
you
are
not
clear
on
the
objectives:
you're
not
clear
on
the
road
it
will
take.
You
anywhere
and
you'll
feel
that
I
am
going
so
I
think
we
need
to
be.
A
A
It
should
not
happen
that
I
am
just
deploying
technology
for
sake
of
deployment.
Reality.
Also
today,
is
that
the
times
when
Technologies
are
changing
so
fast
that
you
need
to.
You
are
not
too
sure
whether
this
particular
technology
will
take
you
wherever
you
want
to.
So,
in
those
cases
you
have
to
be
agile
to
ensure
that,
even
if
you
fail
you
fail
fast,
you
fail
cheap,
but
you
learn
a
lot
and
move
on
fast.
A
That's
what
you
need
to
do
a
couple
of
other
things
that
when
you
have
to
do
a
good
digital
transformation,
you
have
to
keep
customer
at
the
center
of
the
entirety.
Now
you
need
to
get
customer
insights
as
to
how
the
customer
is
wanting
your
organization.
Customer
could
be
internal
customer
could
be
external
customer,
so
you
need
to
take
care
of
those
a
lot
of
companies
also.
A
The
reality
is
that
those
guys
know
more
about
business
than
anyone
else
and
a
business
processes,
and
what
are
the
Real
Pain
points
from
a
customer
perspective
and
customers,
and
they
have
a
lot
of
many
times
good
ideas
as
to
what
the
customers
or
the
other
members
in
the
ecosystem
are
expecting
from
digital
these
days.
So
when
you
are
get
embarking
on
that
Journey
many
times
the
decisions
on
what
should
be
done
are
taken
in
maybe
the
head
offices
or
some
of
the
sales
offices,
rather
than
talking
to
the
end
guy.
A
So
you
need
to
take
the
employee
insights,
especially
employees,
at
the
front
line
insights
right
up
front
so
that
those
are
the
guys
number
one.
Who
will
give
you
a
lot
of
insight?
Second,
those
are
the
guys
who
will
use
technology,
so
they
have
to
be
taken
into
confidence
and
their
inputs
have
to
be
taken.
Agility
I
spoke,
agility
is
very,
very
important.
There
are
times
when
companies
actually
fail
to
get
the
value
out
of
any
digital,
because
they
take
too
much
time
in
either
changing
their
policies
processes,
because
it's
not
the
digital
technology.
A
A
Are
we
focusing
on
their
pain
pumps?
Many
of
the
digital
Transformations
project
failed
because
of
resistance
to
change.
I
have
been
doing
this
for
even
on
an
automated
platform
like
this
for
last
20
years,
I've
been
using
this
Excel.
If
I
can
use
that
word
for
analytics,
or
this
particular
software
for
analytics
or
reporting.
B
B
So,
given
that
these
are
the
two
interplays
and
the
third
is
the
ability
to
imagine
how
a
particular
piece
of
technology
and
the
Insight
that
you
gain
from
the
employees
and
the
customer
center
city
that
we
talk
about
and
understanding
of
the
technology
come
together
to
drive
value
once
you
know
that,
then
probably
you
can
actually
convey
that
in
a
way
so
that
you
start
gaining
influence
with
the
business
itself.
But
apart
from
that,
my
fundamental
question
is:
do
you
see
the
current
set
of
cios
in
your
interactions?
A
So,
first
let
me
just
comment
on
one
part.
First
and
then
I'll
answer
this
when
you
spoke
about
the
business
processes,
as
you
were
speaking,
one
thing
came
to
my
mind,
a
very
famous
quote
that
with
an
ID
Circle,
that's
there
that
if
you
really
automate
an
inefficient
process,
it
actually
increases
or
multi
and
the
inefficiency
molecule.
A
So
that's
what
we
need
to
ensure
that
the
processes
policies
are
also
taken
care,
as
you
absolutely
now
coming
to
the
current
set
of
cios.
As
you
spoke
about
what
has
happened,
what
I
have
seen
in
last
two
years
during
pandemic,
the
I'll
say,
dependence
of
organizations
on
cios
has
increased
or
not
in
the
last
two
and
a
half
years
number
two,
a
lot
of
cios
are
also
stepped
up,
which
would
mean
that
they
have
started
to
get
get
more
and
more
information
about
business,
understanding
of
the
business.
A
That's
what
has
happened
and
that's
a
very,
very
positive
change
that
I
have
seen
last
two
and
a
half
years.
Maybe.
Not
maybe
I
think
it's
really
because
of
pandemic
that
when
the
organizations
felt
that
their
survival
actually
now
depended
upon
technology,
so
all
the
other
Business
Leaders
also
work
very
closely
with
the
cios
and
that's
why
CIS
also
got
a
good
hang
of
what
the
business
is
all
about.
Does
it
mean
that
all
CEOs
have
done
it?
A
Perhaps
no,
because
one
of
the
negative
things
that
also
happened
from
an
I.T
perspective
in
pandemic
is
that
why
a
lot
of
initiatives
are
taken.
Many
of
these
were
adopt.
Many
of
these
were
very
short
term.
Many
of
these
were
kind
of.
Let's
solve
today's
problem.
Oh
we
see
this
over
here.
Let
me
do
something:
well,
let
me
see
something
over
there,
so
there
were
a
lot
of
islands
that
have
been
created
so
now.
What
cios
need
to
do?
Is
there
while
they're
understood
some
part
of
business?
A
Are
they
willing
to
work
as
closely
with
business
as
they
were
doing
during
pandemic,
which
I
am
not
too
sure
honestly
I'm,
not
too
sure,
because
I
think
a
lot
of
organizations
I've
seen
people
are
going
back
to
the
old
way
of
working
the
old
silos
as
they
can.
So,
while
those
silos
got
broken
during
those
two
years,
maybe
because
of
all
the
digital
things
that
were
happening,
the
teams
and
the
zooms
and
the
other
words.
A
Now
the
silos
are
again
coming
up
so
where
the
cios
are
moving
from
transformation
into
modernization
I.T
modernization,
so
they
are
while
they
say
that
they
are
into
digital
concentration,
many
of
them
a
lot
of
them
are
today
working
on
digital
modernization,
which
would
mean
that
if
a
particular
version
of
a
particular
software
running
can
I
upgrade
to
the
next
version,
if
a
particular
database
is
running,
operating
system,
running
can
I
upgrade
to
the
next
version.
Things
like
that,
which
kind
of
took
a
backseat
over
the
last
two
three
years.
A
So
when
you
get
in
when
you
devote
more
than
50
70
of
your
attention
into
those
kind
of
things,
your
core
on
digital
transformation
are
core
on
understanding
business
or
your
core
on
working
collaboratively
with
Business
Leaders.
That
is
bound
to
go
down
and
that's
where
I,
when
I
speak
to
a
lot
of
I.T
head
cios.
So
these
days,
I
can
sense
that
that
getting
back
into
their
maybe
pre-2020
kind
of.
A
Yeah
Comfort
Zone,
that's
a
better
word.
Yes,
and
that,
to
my
mind,
is
a
very
negative
thing
that
could
happen
and
only
those
cios
who
really
don't
get
into
that
so-called
comfort
zone
continue
to
play
along
with
the
business
work
very
closely
with
business.
Those
are
the
guys
who
would
actually
help
in
digital
transformation
a
lot.
Otherwise
it
will
be
another
fad
and
all
the
statistics
that
we
hear
or
read
about
the
failure,
research
Association
projects
to
me
it
could
increase.
B
Based
on
your
experience,
based
on
what
you
see
around
you,
what
do
you
think
is
a
is
a
good
way
to
balance
both
because
one
you
cannot
avoid
one
in
favor
of
the
other.
It
has
to
go
lock
step,
at
least
that's
what
I
feel,
but
what
do
you
think
is
the
best
way
to
kind
of
you
know,
balance
these
two
giant
things
together.
A
Okay,
that
is
where
the
business
context
has
to
come
in
if
I've
been
using
a
particular
say
CRM
for
many
years
and
I
say
that
I
want
to
go
from
version
one
to
question
two.
Whatever
that
question
is,
is
it
really
required
in
tomorrow's
context,
or
is
it
that
I
actually
need
to
work
in
a
very
different
way
of
a
CRM
working,
because
the
entire
mindset
of
customers
has
changed?
A
The
organization
mindset
has
to
teach
I
have
to
get
different
type
of
analytics,
which
my
current
software
can't
even
thing,
because
it
has
been
built
on
a
different
way
of
working.
Maybe
it
was
right
in
that
period
when
it
was
implemented,
but
if
I'm
implementing
any
technology
today
in
2022,
it
has
to
be
around
to
2025,
also
not
relevant
to
2015..
A
We
need
to
remember
one
thing
again.
Another
thing
which
another
quote
that
comes
to
my
mind
is
what
has
brought
you
here
may
not
take
you
there,
which
would
mean
that
maybe
those
technology
is
good,
so
I'm,
not
even
saying
that
when
you
implemented
that
particular
software,
that
was
bad,
but
in
tomorrow's
context,
that
may
not
be
relevant
and
that's
where
the
transformation
part
really
comes
in.
So
while
modernization
is
important,
but
preps
everything
cannot
be
organized.
B
A
And
if
for
that,
for
picking
and
choosing,
they
need
to
understand
the
business
context,
they
need
to
understand
business,
they
need
to
work
very,
very
collaboratively
with
the
business
side
of
people.
Otherwise
it
will
be
my
limbs
and
fancies
as
to
what
what
I
pick
or
choose.
But
it's
not
for
me
to
decide
or
say
I
have
to
decide.
It
is
for
the
business
objectives
to
drive
that
business
goes
to
drive
that.
B
So,
let's
come
back
to
transformation
as
a
topic
right,
so
you
we
spoke
a
little
bit
about
what
are
some
of
the
things
that
CIO
needs
to
do
before,
embarking
on
a
digital
transformation
project.
Now,
let's
go
to
the
next
phase.
Once
you've
launched
a
project
and
once
you
are
going
through,
assuming
that
you
know
you
have
all
the
objectives
in
place,
you
know
you
have
the
right
team
in
place.
A
I'll
I'll
put
it
this
way.
Whatever
you
said,
I
decided
on
technology
I
decide
on
the
team.
I've
decided
on
a
space,
I've
decided
on
these
things.
These
are
just
the
prerequisites
and
none
of
them
can
guarantee
success.
Actually,
the
phase
after
that,
and
then
the
third
phase
are
those
which
will
guarantee
success.
These
are
just
the
pillars
now.
If
I
have
everything
in
place,
I
need
to
ensure
that
number
one,
the
peels
that
are
there,
they
are
competent
enough.
A
A
A
That
is
important.
Another
thing
when
you
get
into
the
project
phase,
you
need
to
keep
this
in
mind
that
many
times
some
of
these
Technologies
you
might
have
to
change.
So
some
some
of
the
new
versions
could
come
in
some
technologies,
May
Fail,
all
those
things
so
you're
doing.
Experimentation
in
digital
transformation
also
you're
doing
a
lot
of
experimentation
with
the
Technologies.
A
You
are
trying
to
disrupt
the
entire
business
model
or
entire
way
of
working
of
the
organization,
so
encourage
your
people
to
take
risks,
encourage
experimentation.
If
many
of
for
some
of
these
experiments
fail,
don't
worry
about
it,
let
them
fail
fast
to
learn
from
them
and
move
on
and
move
to.
The
next
part
focus
on
acceptance,
testing
or
uit
or
whatever.
You
may
call
it
a
lot,
because
the
user
training
and
the
user
acceptance
testing
is
very,
very
important.
A
Otherwise,
you'll
not
be
able
to
use
those
one
of
the
key
things
in
most
of
the
digital
technology.
Digital
transformation
projects,
if
you
see
one
thing
which
would
come
out
very
common,
is
a
huge
usage
of
Analytics,
because
whether
it's
a
iot
project,
whether
it
is
an
RPA
project,
because
it
is
a
normal,
any
other
thing
that
you're
doing
aim
well.
This
is
a
huge
amount
of
data
which
is
either
being
picked
up
from
current
systems,
new
systems
or
from
machines
or
any
such
thing.
A
That
is
where
a
lot
of
resistance
to
change
comes
in
into
the
organizations
that,
while
there
is
huge
analytical
capabilities,
people
are
still
working
on
the
old
way
of
working
while
I
go
to
I,
see
a
very
good
dashboard.
I
still
want
to
see
my
reports
in
an
Excel
form
or
a
PPT
form,
or
this
form
or
that
form
which
defeats
the
entire
purpose
of
whatever
has
been
done
in
terms
of
the
live
data,
and
so
that
is
where
you
need
to
focus
a
lot
during
the
second
phase
in
changing
the
mindset
of
the
people.
A
So
it
comes
back
to
the
point
that
I
said
earlier:
a
digital
transformation
is
not
about
technology,
it
is
about
people.
Technology
only
plays
a
percentage
part
in
this
entire
Journey,
whether
that
percentage
is
10
or
20
30.
Your
guess
would
be
better
than
my
guess,
but
it's
not
beyond
that.
Rest
of
all.
It
is
all
about
people.
People
have
to
use
those
Technologies.
So
when
I
see
you
are
doing
this
particular
project,
please
do
not
concentrate
just
on
the
tech
part.
A
Cios
could
think
that
a
digital
transformation
is
90
technology
and
10
people,
whereas
it
could
be
just
the
other
way
wrong.
Movement
I
realized
that
it
could
be
other
way
around.
I'll,
be
focusing
a
lot
on
the
people
aspect
during
the
project
and
that's
what
many
of
the
companies
today
are
not
or
were
not
going,
and
that's
why
we
read
many
of
the
failure
stories
on
about
digital
consumption.
B
And
investing
so
again
that
was
that
probably
brings
or
is
a
good
segue
into
what
I
wanted
to
discuss
about
next,
which
is
what
are
some
other?
We
understand
the
importance
of
building
trust
and
having
influence
and
working
closely
together
with
the
Business
Leaders
within
the
organization.
Now
the
question
then
comes
is
how
does
one
go
about
doing
that
in
a
lot
of
contexts?
I
have
in
a
lot
of
organizations.
I
have
seen
that
the
business
comes
with
its
own
set
of
preconceived
notions.
In
terms
of
you
know
the
code.
B
What
it
was
done
is
it
was
kind
of
opened
up
everybody's
eyes.
They
have
their
own
requirements
in
terms
of
technology
that
they
want
to
work
with.
They
have
their
own.
You
know,
how
do
you
put
it
imagination
in
terms
of
how
their
business
functions
will
evolve?
The
CIO
has
his
perception
of
how
the
entire
function
will
evolved.
Probably
CIO
has
a
larger
mandate
and
to
make
sure
that
you
know
it
is
not
just
one
function,
but
everything
works
together
along
with
everything
else.
So
there
is
potential
conflicts
there
right.
A
The
CIO,
to
my
mind,
is
not
about
just
the
Chief
Information
officer
or
I.T
head,
or
anything
also
has
to
fundamentally
be
a
change
maker
in
the
organization
has
to
be
very
clear
that
one
big
advantage
of
an
I.T
person
IIT
head
is
that
he
or
she
is
aware
of
business
processes
of
almost
all
functions
in
the
organization.
Are
you
supposed
to
you
know?
It
may
not
be
aware
across.
A
Because
the
wood
is
supposed
to
know
once
you
know
or
are
supposed
to
know
all
these
things,
the
guys
can
play
a
huge
role
in
that
when
you
are
talking
to
any
business
other
business
leader
rather
than
trying
to
put
your
technological
jargons,
you
know
what
now
with
AIML
and
if
I
put
this,
then
you
might
put
this
kind
of
algorithm.
Then
you
can
do
this
if
a
CIO
starts.
B
A
A
Technical
discussions
with
the
other
functions
that
that
trust
and
the
bonding
starts
building,
because
then
the
other
person
would
know
that
this
person
is
trying
to
put
himself
or
herself
into
my
shoes
trying
to
understand
as
to
what
issues
I
am
facing
or
what
challenges
I
am
trying
to
solve,
and
now
both
of
us
are
trying
to
work
our
way
out
out
of
that.
But
if
the
CIO
is
fixated,
no,
no
I
know
that
this
particular
version
would
give
only
this,
and
we
can
give
you
only
this.
A
No
I
cannot
do
then
that
trust
will
never
build
and
will
have
either
no
result
or
a
very
sub
optimal
result.
So
the
flexibility
and
a
CIO
working
while
I
have
full
knowledge
of
business
and
full
knowledge
of
Technology,
but
over
there
I
am
not
when
I'm
talking
to
business
people
I
am
not
over
there.
My
job
is
not
to
impress
them
with
my
technical
knowledge.
A
B
Interesting,
so,
if
I
got
what
you
said,
you
don't
just
lead
your
I.T
Team.
You
also
lead
your
The
Business
Leaders
from
a
technology
point
of
view.
You
don't
just
throw
technical
jargons
at
them.
You
don't
just
throw
business
jargons
at
them,
but
you
work
with
them
to
coach
them
to
understand
where
you
are
going
from
a
technology
perspective
and
what
works
and
what
could
potentially
work
for
them
in
in
pretty
normal
common
man's
language
brings
me
to
a
question
from
the
audience.
B
I
think
there
is
a
question
from
the
live
participant
within
money,
so
you
spoke
about
experimentation
and
the
ability
to
kind
of
you
know
deal
with
failures,
really
quick
and
fast
and
being
agile
in
the
discussion
right
in
your
experimentation
phase
reminds
me
of
someone
saying
that
you
know
fail
is
nothing
but
first
attempt
in
learning.
Coming
back
to
the
question,
the
question
is
what
if,
after
going
live
on
projects,
it
is
not
what
is
expected
and
requires
a
re-engineering
to
be
considered.
A
I
think
very,
very
common
thing
within
a
lot
of
times,
taking
example
of
sap
may
not
be
cases.
Let
me
take
an
example
of
sap
now
when
I
remember,
when
we
used
to
implement
sap
20
years
back
or
25
years
back,
General
sap
project
would
take
one
and
a
half
years,
and
if
you
do
it
in
12
to
18
months,
we
would
feel
very
happy
that
we
have
done
it
at
a
fast
technology
has
changed
by
the
time
you
reach
over
there.
A
Okay,
first
do
that,
let
it
stabilize
maybe
two
months
three
one
six
months,
one
year
whatever
it
might
be,
let
people
start
using
the
technology
that
will
also
help
you
in
ensuring
that,
within
the
organization,
the
culture
of
change
using
Technologies
coming
up,
then,
when
you
really
do
a
upgrade
later,
it
becomes
easier.
If
you
try
to
do
an
upgrade
Midway
during
the
project,
just
at
the
time
of
go
live,
it
will
ensure
that
your
project
never
succeeds
ever
again,
because
your
own
confidence
would
go
down
your
users.
Confidence
in
you,
you
would
be
shattered.
A
B
A
It's
not
over
here,
there's
no
exam,
there's
no,
no
such
marking
being
done,
but
when
you
start
a
project,
you
have
certain
business
objectives
in
mind.
If
you
are
not
able
to
meet
those
objectives,
Beyond
a
particular
point:
you
feel
that
the
project
has
not
achieved
its
objectives
or
goals.
That
is
what
I
Define,
and
when
you
find
that
you
need
to
analyze
this
to
why
the
failure
is
there.
Is
it
because
of
Technology
a
lot
of
time?
It's
not
because
of
Technology
lot
is
a
lot
of
time.
It's
because
of
non-technical
factors.
A
B
What
is
the
reason
why
the
objectives
are
not
going
to
be
met,
and,
if
you
can,
you
know,
find
the
reasons
and
address
them.
I
think
it's,
it's
quite
possible
to
kind
of
you
know,
bring
your
project
on
track
as
well.
So
that's
that's
probably
what
I
would
like
to
add
coming
back
to
the
leadership
question
right,
so
one
of
the
things
that
a
lot
of
tell
us
tell
me
now,
probably
is
much
better.
B
Maybe
you
know,
because
of
the
covet
is
that
the
seat
at
the
table
for
a
CIO
at
a
board
level
or
at
executive
leadership
level,
where
all
the
major
decisions
are
being
made,
was
always
a
bit
of
a
challenge
before
the
covet
pandemic
happened.
I
am
assuming
that
has
changed
with
the
pandemic,
and
now
a
CIO
gets
the
seat
at
the
table
where
the
decisions
are
being
made.
B
Now
that
brings
to
the
question
as
to
you
know
what
are
some
of
the
things
that
they
need
to
do
to
develop
themselves
as
leaders,
and
you
know
so
that
they
continue
to
have
that
seat
and
not
lose
it.
It's
one
thing
to
kind
of
you
know,
get
the
seat
because
of
the
kovid,
and
it
is
another
thing
to
kind
of
maintain
that
seat
at
the
table
right.
So
what?
What
are
some
of
the
things
that
you
think
cios
need
to
think
about
when
it
comes
to
their
leadership,
development
itself?.
A
The
table,
to
my
mind,
that
was
a
temporary
phenomena
as
I
say
that
cios
many
of
them
have
gone
back
into
their
comfort
zone
and
gone
back
into
the
old
way
of
working,
which
means
that
they
actually
even
during
pandemic.
They
never
had
a
seat
on
table
from
that
perspective,
but
it
was
kind
of
they
perceived
that
they
had
or
they
assumed
that
they
had
and
because
there's
a
huge
dependence
on
technology
that
was
building
up.
So
that
thing
came
into
the
mind
of
lot
of
Cirrus.
B
A
B
A
A
A
That
is
the
key
point
that
you
also
spoke
about
the
leadership.
Let's
start
with
some
of
these,
you
can
get
into
a
full
lecture
on
these,
but
just
take
a
couple
of
now.
If
the
CIO
tends
to
be
an
introvert
tends
to
be
someone
who's,
techno,
savvy
or
a
geek
or
whatever,
and
always
uses
technical
language
and
not
a
business
language
or
a
common
man's
language.
That
is
a
word
that
we
used
couple
of
minutes
back.
A
A
So
the
owners
of
seat
on
table,
while
the
business
does
play
a
role
in
this,
but
major
owners
on
this
lies
on
the
CIO.
Are
these
cios
trying
to
understand
business
objectives,
business
priorities
well
or
are
they
getting
into
when
I
say
introvert?
It's
not
about
speaking
or
it's
not
about
not
talking,
but
it's
more
about
inward,
looking
that
they
are
more
inward
looking,
but
looking
towards
the
it
function
than
then
looking
towards
the
organization.
A
So
that
is
where
the
cios
need
to
change
themselves
and
start
looking
every
at
all
their
decisions
even
from
business
perspective,
and
it's
not
just
CI
I.
Think
one
of
the
key
another
mistake
that
many
of
these
guys,
who
make
is
that
the
cers
do
think
that
okay
I
have
understanding
of
business,
so
I
should
be.
Does
my
team
also
have
if
the
second
level
I'm
not
going
to
level
10
in
the
organization
at
least
CIO
and
CI
minus
one
have
to
have
a
good
business
perspective.
A
Then
the
business
would
start
trusting
you
taking
you
as
a,
if
not
a
strategic
partner,
but
at
least
a
partner
in
their
growth
movement
that
comes
in
automatically.
The
cios
then
invited
into
all
the
possible
potential
business
discussions
where
the
business
strategies
are
being
discussed
where
the
role
or
growth
of
business
is
being
discussed
or
the
challenges
being
faced
by
the
business
in
the
entire
critical
scenario
or
business
scenarios
are
being
discussed.
A
That
means
that
you
are
on
the
table.
That's
the
definition
of
table.
It's
not
that
there's
any
other
definition,
article!
It's
where
the
scenes
are
being
taken.
Are
you
also
there?
Are
you
contributing
to
that
and
that's
where
CIO
and
CI
minus
one
have
to
play
a
huge
role
and
change
among
themselves?
So
the
internal
change
has
to
be
plotting.
Wow.
B
So
it
gives
me
a
good
segue
into
probably
one
of
the
last
questions
that
I
had
prepared,
which
is
around
leadership
pipeline.
So
what
does?
How
does
one
go
about
building
a
leadership
pipeline
within
the
it
organization
which,
as
you
said,
understands
business,
is
able
to
build
trust
with
your
business
and
how
important
is
it
not
just
for
minus
one?
B
Probably
you
know
minus
two
or
minus
three
as
well
to
number
one
learn
about
the
business
and
what
and
how
can
cios
create
those
opportunities
for
for
their
teams,
to
kind
of
you
know,
learn
and
understand
about
the
business
and,
at
the
same
time
understand
the
technology
as
well,
while
at
the
same
time
also
kind
of
you
know
running
your
technology
landscape
in
your
for
your
business,
so
that
the
business
doesn't
go
down.
So
it's
a
very
bad.
How
do
I
put
it
a
very
delicate
balancing
act
that
needs
to
happen.
A
A
So
why
I
don't
see
that
some
balance
is
that
it's
not
that
one
has
to
go
up
to
others
to
go
down
and
things
like
that.
But
if,
if
the
they
understand
the
business
challenges,
they
understand
some
part
of
business,
they
understand
how
and
they
have
a
good
relationship
with
the
various
business
people.
A
Even
the
implementations
that
they
are
doing,
they'll
become
faster.
The
challenges
that
they
are
facing
in
the
current
implementations
would
go
away.
So
that
is
why
I
said
it's
not
a
delicate
balancing,
in
fact.
Actually
it
helps
your
the
business,
the
IT
team,
knowing
business
ITT,
having
a
good
relationship
with
the
business
people,
understanding
the
business
objectives
and
understanding
where
the
challenges
are
actually
helps
in
their
delivery.
A
lot
and
what
can
say
is
do
number
one
I
think.
A
B
A
A
A
You
guys
need
to
give
a
chance.
The
chances
could
be
in
sending
them
for
various
business
meetings,
sending
them
for
various
one-on-one
meetings.
Having
informal
discussions
with
the
business
people
having
informal
discussion
with
a
team,
the
CIO
also
has
to
mentor
and
coach
and
guide
their
own
teams
as
to
what
is
happening,
and
also
once
in
a
while,
maybe
bringing
some
of
these
Business
Leaders
into
ITT.
So,
for
example,
you
have
a
CSA
and
he's
your
he
or
she
is
your
peer.
You
can
always
request
him
or
her.
A
Can
you
just
come
down
for
half
an
hour
and
address
my
penis
too?
What
the
company
is
doing
or
what
challenges
we
are
facing,
or
what
opportunities
we
are
or
what?
What
is
your
understanding
of
technology
or
what
you
expect
from
technologists
half
an
hour?
45
minutes
chat
with
my
team
moment.
My
team
actually
sees
that
person
has
an
interaction.
The
confidence
level
of
the
team
goes
up
significantly.
A
Otherwise
for
him
for
the
team
members,
these
people
are
someone.
They
just
either
look
awkward
or
they
see
that
once
in
a
while,
they
are
passing
through
the
correct.
That's
all,
but
once
you
start
having
those
conversations
across
levels,
the
competence
level
of
your
own
team
goes
up
your
own.
Your
own
competence
also
goes
up.
I
didn't
know
to
say
that.
But
that
is
also
a
reality,
and
that
is
where
all
this
bonding
would
come
in.
A
A
A
Begins
at
home,
you
can't
really
expect
the
entire
word
to
change
and
say
that
oh,
my
team
hasn't
changed.
My
business
is
bad
business
users
are
not
understanding
what
I
am
trying
to
see.
Are
you
understanding
what
business
is
trying
to
say?
Why
are
you
thinking
that?
No,
what
I
say
is
right.
I
understand
everybody
says
to
go
by
what
I
see
so
the
biggest
Factor
has
to
be
the
CIO
CDO
himself
herself
that,
as
we
are
saying,
the
word
is
changing
fast
technology
is
changing
fast.
Your
own
mindset
also
has
to
change.
A
B
I
have
seen,
in
my
experience
in
the
last
11
12
years,
having
worked
with
Indus
the
the
fact
that,
when
someone
from
from
an
organization
whether
it's
the
CIO,
whether
it
is
CIO
minus
one
or
minus
two
come
and
talk
about
their
projects,
I
can
see.
I
can
sense
up
sense
of
I
can
see
a
sense
of
Pride
in
them.
B
I
also
realize
that
the
more
they
do,
the
more
confident
that
they
get
and
the
questions
that
they
get
received
actually
prompts
them
to
think
in
new
and
different
ways.
So
that's
something
that
I
have
seen
happen
multiple
times.
So
maybe
you
know
we
conclude
with
your
thoughts
on
how
organizations
like
Indus.
How
can
cios
leverage
organizations
like
Indus
to
number
one
develop
themselves,
learn
themselves
and
number
two
also
get
their
team
exposure
to
what's
happening
outside
of
their
own
organization
and
get
better
from
that
point
of
view,
I.
A
Think
brilliant
Point
you're
right,
we
missed
it,
but
see
we
just
so
all
of
us,
both
of
us
and
a
couple
of
other
friends,
went
through
this
Ace
Awards
jury.
Okay,
where
we
looked
at
some
guys
had
done
some
brilliant
process
and
the
teams
presented
along
with
the
business
now
and
then.
The
word
that
you
use,
they
were
very,
very
proud
of.
They
were
filled
with
pride
that
I've
done
this,
whether
it's
an
irpas
or
another
financial
and
other
Transformations
projects.
A
We
saw
no
should
that
information
be
only
with
those
guys
or
with
the
jury
members
who
are
there
or
can
I
share
some
of
those
or
all
of
those
with
the
product,
for
example.
Now,
if
we
have
this
annual
Indus
conclave
in
that
conclave,
can
we
invite
some
of
these
guys
to
present
their
success
stories
and
even
learning
and
failures,
also,
which
would
not
only
give
confidence
to
them?
Because
when
you
present
the
realities,
you
gain
the
most
because
you
have.
A
You
have
to
mentally
ready
to
face
an
audience
which
is
a
good
audience
which
could
ask
any
questions
and
also
it
could
give
lot
of
insights.
And
many
of
these
may
not
be
for
the
CRA.
But
it
could
be
for
CR
minus
one
and
minus
two,
where
those
guys
also
learn
from
the
experiences
of
other
organization
which
may
be
from
same
industry
or
different
Industries,
because
the
learnings
and
principles
remain
same
across
Industries.
So
I
think
the
forums
like
an
industry
or
it
could
be
the
monthly
meetings.
B
A
Meetings
or
other
meetings
that
we
have
so
where
I
have
seen
that
their
times
and
partners
do
come
and
we
make
presentations,
but
we
can
also
invite
some
of
these
guys,
especially
minus
one,
to
come
and
present
to
the
audience
as
to
what
good
job
they
have
done.
So
that
is
where
Indus
can
play
a
video
last.
We
can.
Of
course
there
are
a
lot
of
people
who
may
not
be
able
to
attend
these
things.