Negotiate With I.T.

From solutions architecture to security, Gabe Gumbs brings wide and deep technical experience to his position as Chief Innovation Officer at Spirion. Today, he is leading the Spirion product team through strategic product development to create technologies that push data security forward in an increasingly complex digital world. Prior to his new position at Spirion, Gabe held a range of positions in security technology, including VP of Product Management at Spirion. Other prior positions include VP of Product Strategy at STEALTHbits Technologies, and Director of Research and Products at WhiteHat Security. Gabe also served on the Board of Advisors at eGRC.com.Show Notes:[01:16] Gabe shares his career journey and how he got into IT. His interest in technology actually began in high school.  [02:39] He started his IT career as a junior network admin.  About ten years ago he switched from the practitioner side to the solution provider side.  So now he builds security technologies and that is the core of what he focused on.[04:25] Chief Innovation Officer means that he sits at the head of their project strategy.  He ensures they are bringing the market the right technologies to solve their customers problems.  [05:52] They spend a lot of time understanding and examining the customer’s problem well before jumping to the solution. [06:46] He spends a lot of time digging into the problems themselves with the customer. [07:11] For the most part, your average customer understands that they are not so unique that their problems would stand out from others. [07:55] When organizations are taking very differentiated approaches to solving their own problems where they might run into unique challenges of their own.  [09:24] Privacy operations is going to become a very necessary function inside of any organization with any sizable amount of data.  [11:25] It is especially difficult when the internal business doesn't understand where all the data exists in multiple clouds. [12:57] You can have security without privacy.  On the security side you are dealing with risks that arise from unauthorized access to data.  On the privacy side you are dealing risks that arise from authorized access data. [13:37] The expectation of privacy is a bit overstated in the corporate world.  [14:38] Where is all your data and what type of data is it?[15:50] If that is data that you’re required to share with a third party, that is going to require different security and privacy controls.  [16:14] We have to link the business use of the data to the security and privacy controls.  [16:35] Align business use of the data with the data type. [17:01] Did I genuinely understand that problem and am I approaching it the right way? [17:56] The non malicious threats continue to surprise them in different ways. Underestimating human ingenuity will always get us in trouble.  [19:03] It helps to visualize the problem.   [19:51] Gabe shares his best worst boss story. [20:47] It is important to understand how the business operates and then understanding how you are going to secure the business. [22:26] Gabe’s advice is to slow down. Sometimes you have to slow down to speed up. [23:46] Spend more time in the problem space even in your personal life.  When we are under pressure we tend to want to run towards solving it, but being uncomfortable for just a little bit longer so you can understand that problem is really where we need to be. Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInGabe on LinkedInGabe on TwitterSpirionPrivacy Please Podcast

Sri Koneru is the Global Technology leader with Worldwide Operations experience in Fortune 100 companies His industry and functional expertise includes retail, energy, and utilities, manufacturing, and technology. He is a motivated and customer-centric senior technology leader and business strategist with a track record of transforming organizations to deliver sustainable results and propel digital innovation. I champion cutting-edge technologies that increase customer engagement, grow the business, expand operational capabilities, improve efficiency and reduce costs.Show Notes:[01:08] Sri shares his career journey. He got an engineering degree and he knew he wanted to learn as much as he could. [02:20] It is all about people and relationships.  Work gets down through relationships.  [03:18] He was good in math and logic growing up so naturally, he leaned towards technology so that really paved his path into technology.  [04:13] Technology is a part of every business model.  You have to have some technical knowledge. [05:10] You can never go wrong looking at how you can transform your customer experiences.  [05:51] At the end of the day, the customer is king. [06:13] The other thing you can never go wrong with in your transformation efforts is employee experience. Enhancing the employee experience and helps them provide a better customer experience.  [07:45] Understanding what are customer friction points and pain points are and doing that in the context of customer journey mapping. [08:35] You have to do step zero before you get to step four.  Sometimes in the digital transformation world, we try to go to step four first. [10:06] When you are talking about customer journey mapping sometimes you have to unlearn what you have learned over the last 20 years and outsiders can enable you to do that.  [11:34] As an IT leader you want to know the details of the business process and business capabilities.  IT leaders have to be business leaders first.  [12:41] Sri shares about Winnebago Industries and who they are. They are known for continuous innovation, quality, and service. [14:32] The pandemic has taught us to get more in touch with our soul and our purpose.  We are all recognizing as humans that there is a lot more to do than work.  [17:29] Sri shares his advice for himself at the beginning of his career.  Never lose the curiosity to learn.  Have the curiosity to learn about the business you are in.  Curiosity should not have an expiration date.  [19:00] Have the passion, have the curiosity, but also know that you don’t have to put a timeline to that progression. [20:18] Sri shares his best worst boss story. [21:07]  The best bosses give your honest, timely, and open feedback, but they also have your back.   [22:29] Having a support system was crucial to him during his worst boss story. [24:12] It is not competition anymore, it is cooperation.  We can provide more value and faster value if we can create those partnerships across ecosystems.  Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInSri on LinkedInMinnesota Technology Association

Brian Watson is Principal at CIO Clarity Advisors. He previously served as VP of Enterprise Innovation at Traction Technology Partners, where he and his colleagues help companies source and vet the emerging technology companies that drive innovation and create competitive advantage. Brian is the author of Confessions of a Successful CIO: How the Best CIOs Tackle Their Toughest Business Challenges (Wiley, March 2014), which was a top-rated title on Amazon and has appeared on numerous “must-read” lists for current and aspiring IT leaders. He also served as Editor in Chief of CIO Insight. Brian has spoken and moderated CIO panels and fireside chats at IT leadership events across the U.S. Brian holds degrees from Bucknell University and Northwestern University’s Medill School of Journalism. He lives in Fairfield County, Conn, with his wife and two sons. Show Notes:[01:09] Brian shares his career journey. He is always looking for ways to help CIO’s tell their story or help CIO’s.  [04:01] Brian and Dan wrote their book Confessions of a Successful CIO to share stories about CIO’s that have saved their companies in depth. [06:18] If you don’t have a plan, you plan to fail. [07:13] 2021 is going to be very similar to 2020.  There is a big emphasis on speed. [08:11] We have seen what teams can do when they’re focused and that is going to continue to be a game-changer. [08:18] Extenuating digital investments, e-commerce, and the power of the ecosystem are really important. [09:48] Harnessing your ecosystem for new ideas, better ways to integrate technology, and maximize what you have in your environment already paid off really well for a lot of CIO’s last year and is a big focus of their time this year.    [12:22] The wins are more spread out and not as easy to benchmark.  We don’t know the final outcomes on a lot of the things that have happened.   [13:29] Talent is a perennial challenge for any organization.  Work from home allowed many companies to seek out talent beyond their geography.  [15:54] You want to make this the best employment situation for the people you have right now.   Many companies are asking what they can keep doing in this remote world to keep rallying and motivating their people outside of financial bonuses.  [17:16] One of the other concerns is the workplace itself. What is it going to be and how many people are going to be there?[19:06] Another concern is innovation.  [21:05] Brian’s best advice outside of IT is to set goals that are measurable and tangible.  If you are going to work in an IT organization have a really clear idea of what you want to accomplish.  [21:46] You want to be as focused and goal-driven as possible. Learn as much as you can about the organization and the pathways through it.  Understand your business.  You’re there to enable the company so you have to know what it does.  [22:11] Go through as many professional development exercises as you can. Try to learn as much as you can.  There is nothing better than a mentor.  [24:01] There are so many folks that have been in the technology field for a long time and just want to give back.  There are a ton of people out there that can be learned from and are happy to do it.  [25:32] Brian shares his best worst boss story.[26:20]  It is very important to think about how you are communicating about people and towards people.  [27:43] Brian shares about the nonprofit called ReferVets that he, his buddy, and a team of volunteers are launching soon. Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInBrian on LinkedInReferVets

Nathan was crucial in implementing cutting edge data infrastructure technologies such as DataRobot, Alteryx, and Snowflake. While at Symphony, Nathan was named a “Data Science Superhero” by DataRobot. Several years ago, Nathan was invited to lead the Healthcare User Group at Alteryx, a role he still holds today and is Core Certified in Alteryx Designer. He is also an AHIMA Certified Health Data Analyst and a HIMSS Certified Professional in Healthcare Information and Management Systems. Nathan shares so much of his knowledge about data analytics.  He shares tools his company has found most useful.  He always shares great starting points to start using data successfully in your organization.  Show Notes:[01:06] Nathan shares how he got into IT and specifically healthcare IT. He has worked in the IT space for almost 21 years from an analytics background.[02:37] He was a programmer for seven years and then he moved into data.[04:19] He loved technology from the beginning, but he loved building it. He likes that you can rapidly build on the data side. [06:52] Since he was more technical and less business savvy he knew he learned more about business and accounting.[08:02] Don’t just look at the data set and think about solving this problem in front of you.  Think of it from the business impact it can have.  You are solving more than a data problem.  You are solving a business problem.  [10:01] In 2020, no one can say they don’t have a computer job. [10:42] You have to constantly think about what you are doing with the data and what you know that can help solve problems. [12:01] They researched many tools, and they settled on Ultra Excel. Nathan shares other tools they have found to be a great fit for their organization. [13:12] You have to fit the tool and what it does well with the end-user and always keep the end-user in mind. [15:13] We are going to see people start standing up APIs. [16:53] They set up a lot of their data infrastructure in the cloud and they still have firewalls and security in place. It allows you to move data much quicker.[18:01] They provide internal training for the more difficult problems they encounter.  Vendors usually provide baseline training and support. Many vendors also have great online communities that can be a great resource to answer questions.[19:52] KDNuggets is a great resource for analytics. [21:57] Noone will see what you are doing unless you talk about it.  It is a balancing act to be humble and also talk about what you are doing well. [22:41] A public speaking class in college is money.  You will need to have the strength and courage to talk in large groups. [23:30] Don’t be afraid to put yourself out there and talk about what you’ve done. It may come with criticism.  [23:53] Learn to say no. Be judicious in the projects you choose.  Think about what things are going to matter to the business and focus on those.  Cut out the things that won’t really have an impact. [24:27]  You always have to be learning something new. [26:01] Nathan shares his best worst boss story. [27:53] Sometimes people are not talented at all but have a great attitude and they can be trained, taught, and elevated.  We can’t teach attitude. [29:52] Most of the problems that people are having is just not understanding the time nature of data.  [30:21] On more advanced teams they look at the culture of the team. [31:49] Every company has one metric that matters most. If your company doesn’t know that, then that is the place to start. [33:02] There are opportunities all over the place to find savings.  Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInNathan on LinkedInNathan on YouTubeLean Analytics

Dr. Cole has worked with a variety of clients ranging from Fortune 500 companies, to top international banks to the CIA. He has been the featured speaker at many security events and also has been interviewed by several chief media outlets such as CNN, CBS News, FOX News, and 60 Minutes.  We talk about what is working and what isn’t when it comes to IT and agriculture, focusing most of our conversation on artificial intelligence.Eric shares so much of his knowledge about business intelligence and cybersecurity.   He shares the biggest security risks for companies and ways to maintain top security with your workforce working from home.  He also shares practical steps any organization can take to be more proactive with their cybersecurity. Show Notes:[01:18] Eric shares how he got into IT and cybersecurity. He majored in computer science and decided to study cybersecurity. [03:13] He left the CIA because he was an entrepreneur at heart and he started his own company.  He helps companies be on the defense of cybersecurity.  [03:58] Now he runs his own business, Secure Anchor. They help companies build out an effective roadmap that actually protects and secures their critical assets. [05:06] The biggest risk that any company has no matter their size is they don’t think they are a target. It is important to let data drive decisions. Many companies don’t think that cybersecurity is their responsibility. [06:01] If you haven’t detected an attack in the last two years, it is because you haven’t looked in the right spots.  It is not because it is not happening.  The indicator of good security means your detecting breaches. [06:56] If you want to have the best cybersecurity make sure you have a network visibility map, no all of your assets visible from the internet, patch them, and make sure they don’t contain any critical data on them. [08:27] The two most dangerous applications on planet earth are email clients and web browsers. [09:01] Have a Windows computer as your primary work computer. Then have a non-Windows based computer that you use for surfing the web and checking email. He does all of his web surfing and email on his iPhone.  [10:01] Passwords are not a great idea. We need to start moving everything to the Cloud with an authentication layer. [11:11] Any solution that is designed has to be location agnostic.  [13:32] You have two choices.  The first one is to wait for the breach that will happen or really start getting aggressive protecting the endpoint with authentication. [14:36] A penetration (pen) test is sometimes called ethical hacking.  You are trying to break into an organization from an attacker’s standpoint. The problem with a pen test is that it is not comprehensive. [17:32] Eric is not a fan of pen testing but he is a fan of doing threat mapping or a full-blown security assessment. [19:49] From an attacker standpoint the biggest change they have seen is that it is all monetary driven. [21:07] Eric believes that in 12-15 years we will have an international cybercrime unit for all governments.  [23:01] His concern is that for the last 5 years every memory chip or CPU has come embedded with malware that hasn’t been activated yet.  [25:08] The idea of zero trusts is we don’t trust any computer.  Every system is isolated, independent, and has its own controls.[26:49]  Eric shares his advice for beginners in the IT and cybersecurity fields. Start a regiment of reading a book a week for an hour a night. [28:10] Bet and believe in yourself and start your own consulting company.  Do it for a year or two and then reevaluate. [29:13] Eric shares his best worst boss story. [30:34] Sometimes you have to be willing to take calculated risks.   [32:10] He also shares a crazy story of him being a boss. [33:18] Cybersecurity is a real threat and one of the biggest to your organization. Have an assessment and make sure you understand what is happening in your organization. Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInSecure AnchorEric on TwitterEric on YouTubeEric on FacebookEric on InstagramSecure Anchor on LinkedIn

Dan Willey is the CIO of Wilbur-Ellis. Doug Farrington is the Digital Officer for BASF, North America. Ernie Chappell is the founder and president of EFC Systems. We talk about what is working and what isn’t when it comes to IT and agriculture.  We focus most of our conversation on artificial intelligence. Show Notes:[01:26] Dan shares how he got into IT and agriculture. He grew up in a rural area so agriculture was very appealing to him. He loves the connectivity with those that help us eat.[02:39] Doug shares how he got into agriculture and IT. His interest in IT started when his dad brought a computer home. He grew up farming so agriculture seemed like a good fit.[04:45] Ernie shares how he got started in IT and agriculture.  This space is perfect for him because in his teenage years he loved visiting his relative’s farm. So it is the perfect intersection for his love of agriculture, finance, and technology.[07:48] There are still a lot of opportunities where we are at.  There are opportunities to become more efficient, business operations improvement, and top-line growth.[07:19] With digital agronomy we have a lot of room to grow in farming.[09:25] When AI gets to the point where the decisions made by AI are as good or better than what a human can make that’s when we will see the adoption. Right now we are creating information and insights, but the farmer and agronomist are still making the decision.[10:18] The agriculture industry is a bit of a laggard compared to health care, financial systems, and banking when it comes to embracing technology.  It is a bit tough for agriculture because every piece of land is different. The variety that we are dealing with crops and geography are uncontrollable variables and it may be a tough area.[11:34] Technology has brought a lot of benefits in the last three and five years and that pace seems to be accelerating.[13:15] One of the advantages that agriculture has is that we have a backlog of information and we haven’t started floating those ideas out to get traction.[15:07] The farmers are asking for help simplifying their lives and business.[15:43] All growers see that there is value in digital.  Most growers don’t see how to get the value out of the tool or data.[17:35] Robotics is the future, especially with labor shortages.[18:04] The business of farming and growing food for the world isn’t really an isolated activity.  The retailers and service providers meeting that grower where they are at is important.[21:18] Margin follows value. Are you solving the problems that need to be solved?[22:23] We are held accountable to solve problems that make a difference for the farmer.  It is urgent that we bring an advancement of technology to bear for feeding the world, helping the environment, and profitability for the farm.[22:53] You have to be driving for change and embracing it.[23:51] It is important to set aside time for innovation.[27:14]  Innovation today is about building a start-up model where you try things, learn quickly, and then pivot.[28:03] You can’t innovate in a vacuum.  You have to innovate with your customers.[29:34] We need to be building things that are easy to use. We need increased simplicity to get adoption.[32:14] If you look at the palette of options and applications that are out there from an agriculture perspective,  there are over 100 applications and counting that are out there to help the grower or retailer.[32:38] There are plenty of opportunities to become more efficient to replace your outdated processes and solutions.[34:09] If you can drive out costs from efficiency gains then you can invest more in top-line growth.[35:52] It is not only what you can build, but can you articulate the value to the organization.[37:40] Spend time with your growers so you can really learn the business from the ground up.[38:07] Know your customer and business especially with data. Your ability to interpret data depends on your knowing the space.[39:04] There are no failures and failure isn’t fatal.  It is just a journey until you get it right. The number one thing that you need is grit and persistence to keep trying and failing.Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInDan on LinkedInDoug on LinkedInErnie on LinkedIn

Mo formerly held leadership positions including Executive Director at EY, and Partner at IBM, Capco, and Accenture. He is a senior executive with 25+ years of management consulting experience and has successfully managed IT projects in Financial Services, Electronics & High Tech., Energy & Natural Resources, Chemicals, Lodging, Media & Entertainment, Pharmaceuticals, and Professional Services. Mo has published many Business Intelligence and Data Warehouse articles in several industry journals including DM Review, B-EYE Network, and BI Review. He is an effective communicator across all levels of an organization — adept at building delivery organizations and mobilizing and managing multicultural, international teams. He has extensive experience delivering information management, data warehouse, and business intelligence solutions. Mo leads the Data Engineering practice at EKI which brings AI-driven data solutions to help clients identify, build, and commercialize the value of data for competitive and strategic advantage. Mo shares so much of his knowledge about business intelligence and data warehousing.   He shares the importance of data and how business intelligence can be game-changing for an organization.  He also talks about where to start and how to start to have a bigger impact on a faster timeline. Show Notes:[00:26] Mohit is the Managing Principal and Head of Data Engineering at EKI-Digital.[01:11] Data has been part of his history for a long time dating back to his bachelor’s degree from the University of Maryland.  He has always been on the consulting side and been able to work with some of the largest companies in the world.[02:41] Data is still not being used as effectively as it could be.[04:15] Most organizations face challenges in sourcing the data. 80% of their time and effort is spent just on that.  There are many technologies that can reduce that time to 10% or 20%.[04:49] Insufficient time is spent on understanding the consumption aspect.[07:19] Heavy manufacturing,  nickel and copper manufacturing, gold mining banking, and financial services continue to have major challenges.[08:18] Intelligence can really be a game-changer for organizations.[09:01] In most cases there is a common theme.  It starts with understanding the consumption aspects of the data.[11:12] It is important the data is able to be consumed.[13:17] There is a lack of understanding of the underlying statistical nature of the data itself, the use of the correct visualization to analyze that information, and more importantly to identify exceptions in the data such that it leads to action. Is the data actually going to lead to action?[15:13] There is a huge opportunity that is being overlooked across all industries.[17:01] Small nimble teams can move faster, so having the right individuals skilled with the right tools can make a huge difference in a shorter period of time. Starting small, thinking big, and scaling fast is a tried and true approach for managing these types of projects.[18:42] Have the end in mind at the beginning of the project.[19:58] He would have picked an industry that specialized in the areas he is passionate about.[20:57] He enjoys working in banking and capital markets and he finds the pace of change fascinating.[21:38] Mo shares his best worst boss story that was a life-changing experience for him.[23:09] He learned the importance of looking three steps ahead as a leader.[24:47] There are two key stakeholders in any organization, the CFO and CIO. There is a balance to that.Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInEKI-DigitalMohit on LinkedIn

Brian serves as CEO of Torch.AI and has more than 20 years of experience leading mission-driven, high growth, technology-focused companies.  Torch.AI helps leading organizations leverage artificial intelligence in a unique way via a proprietary enterprise data management software solution. Prior to Torch. AI, Brian launched or acquired several companies all focused on technology-enabled services and data connectivity. His companies serve nearly 1,300 clients and have been recognized as Small Business of the Year by the Greater Kansas City Chamber of Commerce.Brian shares so much of his knowledge about artificial intelligence.   He shares the problems companies are facing that inhibit the use of AI.  He also shares practical steps for getting started with AI in your company.  Show Notes:[00:27] Brian is the CEO of Torch.AI.[01:38] He left his company at the time and started his own company.  Within 3 years, he was so successful he had the opportunity to buy his last employee.[02:14] Brian shares his journey and how his position evolved over time. [04:39] He needs to be doing something, solving a problem, or using his brain creatively.  [07:01] Brian has been featured in Forbes Magazine for concepts around data encapsulation using blockchain technologies.  [07:34] As a business they specialize in high-risk environments dealing with sensitive data on a large scale.   [08:46] He shares about the impact of his Iron Man racing on his life personally and professionally. [11:41] The job of a CIO has changed.  Now the CIO is a business-critical role and they have a tough challenge the way work is changing.   [13:14] The point of AI is to provide more flexibility and improve the cost-effectiveness of some time of technology application. AI should be flexible and adaptable to a specific environment. [14:08] Right now there is not a lot of successful application of AI because the IT side has so many problems dealing with enterprise information.  [15:17] The purpose of AI is to create an automated rule to improve an outcome and make use of data on a scale that a human being just can’t do. Unless we solve all these other huge issues, it is not possible to do that at scale. [17:51] The remote working phenomenon gives the CIO a massive opportunity to go back and look at the fundamental underpinnings of the organization. [18:09] Companies should be paying attention to the framework that underpins all the information in the enterprise. [19:21] Many companies are focusing on the application layer that makes use of the data, but if they can’t get the data into their fancy analytic application there isn’t a point. [21:21] Right now if we develop an AI model and we want to deploy it we have to wrap it in code and we end up having a stand-alone application. When that changes across the landscape, you will see an easier adoption. [22:22] The CIO that does the best job will get the rest of the C-suite just as passionate about dealing with the challenges with messy data as they are the pretty pictures.  [24:46] Agriculture is ahead of manufacturing in AI. Agriculture has a set of standardized data that is friendly with advanced technology. [26:43] Brian shares his advice for his younger self including trying to be self-aware. [27:11] Be honest with yourself and others about what you are good at and not good at. Understand where you get your energy, how you make decisions, and what other personality types you need around you.[28:36] At the end of the day, if you’re a good person, you mean well, and try to treat others well you will make a good decision.  You make the best decision you can based on the information you have.[29:24]  His last piece of advice is to enjoy the journey. [30:42] Brian shares his best worst boss story.  [31:06] Lighten up a little.  He shares about a fun work culture that he enjoyed being a part of. [32:26] The CIO has a very challenging set of circumstances ahead.  The most successful seek to understand the foundational components first and the fancy applications second. They are happier in their job, inspire those around them, and are the best at their job. Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInBrian on LinkedIn

Dave Burrill is a senior executive (President, COO, CIO), entrepreneur, author, speaker, board director, and advisor. He’s been part of three successful tech companies taking each from co-founding or early stage to exit (1 IPO, 2 acquisitions) that have earned national recognition for innovation and growth. Dave is a trusted C-Suite advisor and peer with the expertise to cross disciplines from finance, operations, and IT to sales and marketing. He has over 30 years of technology project management experience leading successful teams for clients ranging from start-ups to Fortune 50.Dave shares so many great insights for avoiding IT failures.  He shares his experiences with IT failures including common problems like communication and processes and how proper questioning can eliminate these problems.  We also talk about the importance of using checklists to drive successful IT projects.  Show Notes:[00:30] Dave is the Managing Director at IT's about What.[02:48] He learned a lot from his vast past experiences.  [05:13] Over the last few years Dave has been working with early-stage venture private equity funds.[06:16] IT departments have a bad habit of being blind to the initial parameters.  [08:20] Half of all software professionals’ time is spent remediating something that wasn’t done right the first time.  [10:38] Three out of four project failures are attributed to one reason alone and the reason is that what the business is trying to do is never fully communicated to the IT department. The IT department doesn’t get a full grasp of what is needed.  [13:27] Make sure that what the vendor is building is exactly what you want them to build.  You need to document the workflow and what is being done.  [15:47] The vendor needs to ask direct questions and the business needs to tell the tech company everything they know.  [17:42] Human beings are largely controlled by an unconscious autopilot that we don’t even know we have so we have a separate operating system that is competing for control all the time.    [20:23] As we get better at doing something we build up these systems in our mind.  We can transfer the stuff from doing it manually to automatically.  [21:21] When stuff carries over the conscious to the unconscious it allows us to act instinctively. [22:02] The more expertise that you acquire, the less able you are to articulate that which you know or how you know it.[24:19] The business often forgets they know things so they forget to share them with the vendor or IT department.  [26:48] Audit standards mandate when you are doing an audit that you construct a checklist.  [28:09] Dave shares about a high-tech project that was successful and met every objective using checklists.  [29:37] Really bright people acknowledge physical constraints and human limitations and they figure out a way around them.   [32:49] Dave shares previous IT failures so that we can learn from them. [33:57] The problem is that we often lose sight of how and why something was originally developed.  [35:54] We love the next big shiny object. [38:46] If you ever forget that this is all about people, your life with not be worth living. [39:26] Understanding the human need in IT is your principle focus.   [41:25] When you start believing that you know everything there is to know, you close the door on the possibilities of all the things you might learn.  [41:41] You need to lead with questioning and draw the information out.[43:03]  It is about moving a ball from point A to point B as fast and efficiently as you can to hopefully generate some profits.   [44:13] Your reporting strategy is your management communication strategy. [45:19] Then you refine what you have done before. You look at your metrics and make adjustments.  [47:53] A checklist gives a layer of consistency and trust. [49:35] Dave shares his best worst boss story.  [52:47] Continuous learning and continuous improvement are crucial to the success of the organization. [54:11] Never forget that human beings are complex.  The hero of the morning can be the thief of the afternoon.  [54:41] Just because you don’t agree with someone on one thing doesn’t mean they can’t be right on something else. [55:14] You can contact Dave (949)235-6283 or dave@itsaboutwhat.com.[56:11] It is important to document lessons learned. Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInDave on LinkedInIT’s About What WebsiteThinking Fast and Slow BookThe Checklist Manifesto Book

Brian is a computer scientist and entrepreneur. He is the CEO of Gillware, a company he started eighteen years ago.  During those 18 years, he has been helping businesses get out of IT disasters especially data loss situations.  Brian has been working with his brother Wes for the last twelve years.  Brian currently runs Gillware doing the most traditional data disasters.  Wes is the vice president of product at their sister company Tetra Defense. Tetra Defense focuses on cyber specific disaster and disaster prevention.   Brian and Wes share current trends, misconceptions, and attacks they are seeing in our current times.  They also share beginning steps to take if your company is attacked.  We wrap up by discussing the importance of a disaster recovery plan.  They share what you really need in your disaster recovery plan and how often it should be reevaluated.  Show Notes:[00:59] Brian is a computer scientist and entrepreneur.  [02:16] Wes is the vice president of product at Tetra Defense.  [02:53] With 25-30 million Americans working from home the field of opportunity for the bad guys has widened big time.  IT people and IT budgets are stressed.  [03:39] They are seeing an initial wave of attacks that are coming into home networks.  [04:28] It is important that you don’t have any extreme vulnerabilities in your framework. [05:52] When it comes to balance, take a look at what your systems are and what you’re using.  There are a lot of great tools out there that can do vulnerability scanning.  They will tell you if you have any glaring holes and you need to take those extremely seriously.  [07:21] Wes highly suggests that companies buy a YubiKey for all their employees working from home.  They are a great balance of security and convenience. [08:55] Bad Actors are continuing to get more sophisticated and more aggressive with their ransom demands.  [09:41] The amount of money being demanded continues to multiply.  [11:19] Cybersecurity Maturity Model Certification (CMMC) is a new initiative from the Department of Defense requiring all the suppliers and their supply chain to obtain a cybersecurity certification.  There are five levels.[11:26] The first level is basic cyber hygiene and includes seventeen best practices that you have to follow. [13:43] The DOD is blazing the trail with this very large scale certification requirement. [15:38] It is not often one criminal syndicate at work.  Many times specialists work together. [17:48] Often times companies are trying to protect themselves against risks that don’t exist and they are missing the ones that do. [19:09] The biggest mistake if you have the security people on staff and they think they know everything.  They can be very dangerous. [20:02] Those people that don’t know how to check their ego at the door, they are a dream come true for the bad guys.  [20:42] If you are under attack, you have to assume that whatever you have in there is going to be compromised if it hasn’t already then immediately isolate any nonimpacted back-ups you have.  Those back-ups are probably your fastest and least expensive way to recover.  [21:09] Next change your Azure AD passwords. If you don’t have advanced endpoint protection software you must put it into place. [22:01] Contact your insurance company and banks and let them know what has happened.  [23:54] Don’t hide an incident if it happens, communicate about it. [26:08] The first few pages of your disaster recovery plan need to be rock solid and reviewed every 3 months.  [27:56] Be more confident even as a beginner and it is ok to ask stupid questions.  [28:39] Make a challenge of something.  Ask questions and have conversations with the leaders of the company because often they are valuable.  [29:33] Don’t try to create too much yourself, others have solved the problems extremely well and you can just integrate them.   [31:29] Brian shares his best worst boss story. [33:42] However paranoid you are, get more paranoid.  [34:08] Boards and CEOs all need to budget more money for defense across the board.  There is probably not a single company in America that is properly capitalized to prevent threats.  The threat is exponentially bigger than it was five years ago and your budget is like 2% bigger. Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInGillware: Data Recovery ServicesTetra DefenseBrian on LinkedInWes on LinkedInYubiKey

Kim Weins is the Vice President of Cloud Strategy at Flexera, where she helps build awareness of its award-winning cloud management solution. She has held executive marketing positions at a variety of enterprise software startups as well as public software companies. Most recently, as Senior Vice President of Marketing at OpenLogic, she helped evangelize and drive demand for open source and cloud technologies at large enterprises worldwide. She has also consulted as interim CMO at a variety of high-growth startups. Kim received a B.S. in engineering from Duke University.Kim discusses the Flexera 2020 State of the Cloud Report. Kim also shares strategies that companies can use to manage multi-clouds and find and remove cloud waste.Show Notes:[01:01] Kim shares how she got into the enterprise software industry. She is now working closely with CIOs.[01:32] 2012 was the first year the State of the Cloud report came out.[04:05] Private cloud means to have most of the characteristics of the public cloud in a private data center.[06:34] Private cloud was very popular 7 or years ago, really declined, but is now getting new life again.[07:06] Today on average companies use 2.2 public clouds. They usually have a primary with 70-80% of their workloads and a secondary with 10 or 20%. As companies get more mature in their cloud use they are more likely to add on that third cloud.[07:56] On the private cloud side there is also an average of 2.2 private clouds.[09:10] Some clouds don’t require you to use containers.[11:06] The most common multi-cloud architecture is data integration. Many companies are doing some data integration between clouds.[11:31] One-third of the companies were doing a more sophisticated architecture including work-load mobility between clouds, failover between clouds, or individual applications going between public and private clouds.[13:19] 59% of the companies they asked expect their cloud use to be higher due to COVID-19 than what they had planned.[13:58] In some industries, their usage of cloud is falling off because they are getting so hammered.[14:48] For companies that were on a path to migrate to the cloud, the pandemic has made them accelerate their plans.[17:04] Budgets for people migrating to the cloud are growing quickly.[19:15] Saving money and optimizing existing cloud usage and costs is the number one initiative in the cloud.  Followed closely by migrating more workloads to the cloud.[19:52] Moving to containers can be a cost-saving mechanism because it allows for more efficient use of infrastructure.[21:11] If you overprovision in the cloud you will pay more money.  You have to right-size as you move.[21:48] Finding and removing storage that was being used and is no longer being used can be a quick win.[22:33] People are starting to use more of the discounting mechanisms from the cloud providers.[23:45] Buying for your peak to get a bigger discount is the wrong thing to do in cloud management.[25:24] You need to think carefully about your commitments. It is important to optimize first and then make your commitment at the right level based on optimized usage and future plans.[27:25] Kim’s advice to herself at the beginning of her career would be serendipity is your friend. If you find something you are interested in, work hard, do a good job, and go above and beyond opportunities will arise.[28:51] Kim shares her best worst boss story.[30:31] Make sure to go check out the State of the Cloud report on the Flexera website.Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInFlexera 2020 State of the Cloud ReportFlexeraKim on LinkedIn

Sammy Basu is the founder of Careful Security.  He helps businesses reduce their CyberSecurity risks without impacting user experience. He uses his experience of working at Fortune 100 companies for the last 20 years to make sure security is seamless. CyberSecurity can be successful only when people adopt and accept it as part of normal business operations.Sammy shares so much great information and I know you are going to get a great value out of this episode. Sammy shares six key steps that companies should take right now to protect their business.  He also shares many practical and basic steps you can take right now to protect your personal and professional workspaces.  Show Notes:[00:52] Sammy shares how he got into cybersecurity. He started in the early 2000s as a network administrator. [02:21] People attack things that are more widely used.[03:34] With security we have to identify the nature of the business.  Security is built on the culture of the company.  [06:09] A security professional has to be a creative person. Security is where art and science converge.  There is no particular approach that works for every company. [07:12] You have to segment your personal from your professional.  [08:48] Hackers want to do a quick job, so remove the low hanging fruit.  Do the simple things to be secure. [11:02] Sammy encourages the CIOs to extend their help desk support. [11:57] The first step is to secure the human link. [13:51] Security has to be every employee's responsibility.  [14:37] The second step is to secure your passwords.  Adopt a password manager and multi-factor identification. [17:10] Sammy is strongly against having your web browser remember your passwords. [19:26] Security is an exercise in risk management.  Put in controls according to your assets.  [22:24] Not securing legacy pieces of software with the same level of security can be an easy back door. [23:53] Scan your assets continuously for potential vulnerabilities and have a process in place for triaging what the scanner finds. [24:25] Security is built out of three parts.  It is people, processes, and technology. The first step is to understand the business.  [26:06] Companies are not proactively investing in security because they think it is an additional cost.  [27:15] There are no shortcuts.  You have to do the hard work and don’t burn bridges.  Be nice to people.  [28:36] A key trend Sammy is seeing is cybersecurity becoming part of every area of our lives.  Watch the news to be aware of the type of attacks that are happening.[30:13] Sammy shares his best worst boss story.[30:52] Have a boss that looks out for your interests and has the best for you in mind.[32:12] Dan shares one of his best worst boss stories. [34:41] It is important to get away from your regular environment. It will reduce your stress in half and get fresh ideas in your head.  Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInCareful SecuritySammy on LinkedInHave I Been Pwned?

Scott Howitt has over 30 years of experience in aligning information technology (IT) with business strategies and initiatives. He is experienced and successful in both Fortune 100 and internet start-up environments.Scott shares so much great information about cybersecurity and technology.  We talk about ways to be more informed about cybersecurity threats and where to start with protecting your businesses.  Scott shares about the importance of cybersecurity with many people still working from home because of COVID-19.   Show Notes:[01:07] Sometimes cybersecurity is for protecting against annoying threats and sometimes it is for protecting against catastrophic threats.  [01:21] Scott shares how he got into the IT world.  He started in physics and moved into the IT world.  [03:42] Often we don’t realize the importance of security until we have our first security incident.  [05:12] Security needs to be baked into good engineering because that way it is not something you are thinking about as you are developing and modifying it later on.  [06:13] First, it is important to know your business.  [07:57] As you’re looking at security within your organization, your job is to help keep revenue flowing and make sure they can meet their business objectives as much as it is protecting the data. [08:28] If the cash isn’t flowing, we all suffer.   [10:02] Be informed about what is going on in your industry right now, but also be knowledgeable across different industries.  What they are experiencing now may affect your company down the road.   [11:10] With COVID-19 many 3 year plans were turned into 3-week plans.  [13:49] Scott is seeing increased productivity with his team working from home.  They are actually working on finding ways to help their employees disconnect more.  [15:02] Conversation with peers is always needed.  Many teams are having Zoom lunches and Happy Hour to facilitate these conversations.  [17:54] Now when people come into the workplace and are handed technology the technology is not as good as they have at home. Employees are going to find what technology works best for them.  [18:47] People are going to want to use the technology that is most convenient. [19:21] The cloud is where all security is moving to and we need to incorporate it.  [21:15] Universities can’t teach you current technology and keep up so go take a Renaissance education.  [21:46] If you want to be seen as a contributor to the game, you have to be able to talk technology but you also have to be able to understand the business.   [22:01] If you don’t understand the business you can’t be a good CSO because how do you know you are protecting the right thing.  [23:14] Scott shares his best worst boss story.[25:36] Scott reads 50-100 books a year. You always have to be educating yourself. [25:59] As Americans, we need to learn to get a heck of a lot scrappier than we are today. We need to be vivacious learners and not rest on our past accomplishments.  Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInScott on LinkedInScott on TwitterAI Super Powers Book

Today we have Patrick McClory joining us. Patrick is the founder and CEO of IntrospectData. He brings a great deal of experience and expertise across multiple industries. He has focused a lot on artificial intelligence and machine learning. Patrick has been writing code, managing DevOps, and designing scalable application infrastructures for over ten years. Before founding IntrospectData, he served as a Sr. Consultant for Amazon Web Services, a Platform Engineer with DataPipe, CTO of DualSpark, and more. Patrick shares so much great information about data, AI, ML, and technology in general.  We talk about remote working, tools for better efficiency, and ethics in AI and ML.   We specifically talk about the misconceptions and steps for getting started using AI. He has so many great insights. Show Notes:[01:06] Patrick started his experience in software engineering and as cloud became a thing he found his home there.[02:33] He found the software world was fascinating to him. He thought he was going to be a doctor when he went to college and he ended up with a degree in psychology.[04:19] He is always interested in the cutting edge, but also looking to find how to apply that cool new idea into real-world value.[06:25] CIOs often become so engrossed in internal operations that they fail to see the opportunities to manage cost and drive forward.[07:54] We get so focused on cost control and providing services that we forget that we are trying to run a business.[09:59] You have to be hands-on with your customers either internally or externally to understand how to make good decisions.[12:24] Shadow IT is a leading indicator of what your users want.[14:44] The problem with working remotely isn’t technical, it is about getting people comfortable working in a collaborative environment from home.[15:39] You have to make it that when people make a mistake it is not the end of the world. You can do this socially or technically.[17:07] Patrick’s company uses Google apps connected with Zoom and Slack. It is important to have a tool that does immediate communications.[19:04] People still want to feel that connection.  They want to feel like they are part of the mission of the organization.[21:57] They are really chipping away at the amount of time and confidence that a company has to make decisions faster than anyone else.[23:51] There is not a whole lot of positive useful AI. There is fear around what AI could be doing and what it looks like.[25:44] Regulation is usually five years behind innovation.[26:33] Financial services have been leading the forecasting and predictive analytics space for years.[28:32] Many industries don’t have the budget or bench to speculate about different technologies.[29:50] Often organizations can’t get out of their own way.[31:15] From a science and engineering perspective we can do lots of cool things, but from a marketing perspective we are not ready for something that is bigger.[33:12] Until it is easy to understand people are still going to be wary of AI even if it does produce great results.[36:29] Patrick’s advice is to continue to exercise being curious in work and life in general.[38:10] Think outside of your space and take that first step.[39:11] Patrick shares his best worst boss story.[42:12] Organizations looking at AI at a technical level need to be focused on getting their house in order.  Getting your data ready for AI and ML is step one.Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInPatrick on LinkedInPatrick on TwitterIntrospectDataSlackZoom

Tom’s trusted reputation as a leader in the industry has been achieved through a naturally influential and charismatic style coupled with the dedication to delivering a promised vision through the implementation of a robust business strategy. Identifying a strong need for digital transformation in the AEC industry, Tom joined Keross in 2020 to combine his talents and deep industry knowledge with Keross’ advanced digital capability. He is passionate about advocating for firms to gather and leverage their data effectively to derive such value as to provide a clear competitive advantage.We had a great conversation. Tom shares so much great information about consolidating data so that companies can act on the data and achieve their intended outcome. He also shares some key things leaders should be doing to implement a curiosity centered environment driven by data. Show Notes:[00:26] Tom Hasker is the CEO of Keross. He has over 24 years of management and development experience in multiple industries.[01:04] Tom shares why he chose the construction industry. [03:17] He has been with Keross for 4 months and is new to the technology industry. [04:05] Service-based industries tend to be slow on the technology curve. [04:35] The starting point is to look at the workflows that exist in your service offerings. Any serviced based outcome is delivered through some form of workflow. [04:54] The process of documenting these workflows helps you understand the elements of those workflows that can be delivered or enhanced through technology. [05:27] If you capture the organization’s delivery methodology and then you combine that with access to historic and real-time information now they can be brought together and the value you can drive is very exciting. [08:21] Organizations need to consolidate their data into a single system that allows them to act upon the data. [10:45] The next challenge is how we orchestrate the data that exists across this value chain. [12:06] In most buildings or infrastructure projects you can fall into the trap of also breaking the life cycle of that project into two granular pieces. [14:24] The philosophy behind orchestration is the automation of data-driven processes from end to end. It includes preparing data, making decisions based on that data, and then taking actions based on those decisions. [16:02] We are not able to get the most out of systems when they operate independently. [17:45] Technology is able to improve collaboration by providing a collaboration space where data can be collaborated on.[20:34] Start by standing back and looking at the process and consolidating all the information. Then look at the KPI’s the business is using and try to consider how that process can be automated. [20:47] More businesses should be working on real-time data. [21:37] Once you start this process you will look at things through a different lens and begin to notice opportunities for automation and orchestration all over the place. [23:41] Tom is watching how the big contractors and the big engineering firms are trying to come together and develop a new way of working. [25:26] The industry can really benefit from transparency and sharing of data and information. [26:42] Industries like construction and agriculture could learn from other manufacturing industries including the automotive industries. [28:52] Industry bodies have a big role in bringing the industries together and helping them to evolve and innovate in what they do. [30:08] Specializing too soon in one’s career can blinker one’s view of what is really important in an industry. [32:50] For me at the end of the day, it is about leaving no value on the table. Everybody is extracting all of the value that can be extracted out of the process and outcome.[33:18] If you are going into the technology space, it is critical that you understand the operations of the business. [33:58] Diverse perspectives are incredibly important across industries. [34:15] Take a business-first approach and understand the business process and intended outcome before you rush to understand the technical solution.[34:56] It is very important to create curiosity in your organization around how things can be improved and how things can be done better. Then you are going to create an environment of continual improvement. [36:09] Tom shares his best worst boss story. Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInTom on LinkedIn

On our kick-off episode for season two we have a wonderful guest with us today, Ralph Loura. Ralph is the SVP and CIO at Lumentum.  He has over 25 years of experience as an IT leader. Ralph Loura is Lumentum’s Senior Vice President IT and Chief Information Officer. Loura joined Lumentum in October 2018 with a rich history of senior IT leadership where he directed IT organizations executing programs in business intelligence, operations, and customer relationship management. Before Lumentum, Loura has served over 25 years as an IT leader with premier companies in technology and consumer products including Rodan + Fields, Hewlett-Packard (HP) Enterprise Group, Clorox, Symbol Technologies, Cisco, and Lucent TechnologiesWe had a great conversation. Ralph shares a phrase he uses with his team about being a lens and what that means as an IT leader.   He also shares some key things leaders should be doing and the current initiatives his company is trying to tackle.  Show Notes:[00:50] Ralph has served for over 25 years as an IT leader. [02:43] He really feels privileged to have spent time in multiple different roles, different scales, and different industries. [03:29] Be a lens, not a mirror. By that I mean, don’t simply reflect back what the company wants, anyone can do that. You’re not adding a lot of value. [04:44] Being a lens is taking different experiences, focusing on a problem, and bringing a unique perspective instead of simply just echoing back what the business is asking for directly.   [05:32] Many people in IT have great opinions, but they sit quietly because the business is supposed to be in charge.  [06:27] If you want a seat at the table pull up a chair and start contributing. [08:37] All these dramatic changes have happened in IT in a very short amount of time. [09:16] As leaders there are some key things we should be doing.  First, stay really connected with the business.  [11:41] It is really important to understanding your spend management and be really close to the details so you can see opportunities.   [12:01] It is important to understand your people and their capabilities so you can put them in the best place. [14:05] They work hard to ensure they have a culture in IT where they share their challenges early and they are not afraid to ask for help.[16:01] They care a lot and invest a lot in the relationships in their community.  When he connects with his team through one on ones they take time to connect on a personal level. [18:17] Ralph goes through the IT dashboard at least once a month with the CEO so he understands the complexity, volume, and struggles IT is having.  [21:28] If you keep people up to date and bring them along on the way, it is a lot easier than trying to have a crash course in IT in the half-hour you have to try and get them to fund you.  [22:39] One of their big initiatives is a global manufacturing execution platform that builds a consistent set of processes, tools, and data.[23:16] Most manufacturing companies have the perpetual problem of forecast and planning and trying to predict what is going to happen so they can be more efficient in the way they build and respond to it.   [24:37] They are also working on many infrastructure projects around modernizing the way their footprint sets. [24:48] The infrastructure projects are probably technically more complex, but it is usually the easiest one to do.  Anything involving changing peoples’ behavior is the hardest.[26:27] One of the things he started doing 10-15 years ago that he didn’t do at the beginning of his career was to spend more time helping and engaging with others.  [28:15] Ralph shares his best worst boss story.  [30:41] It is often hard to break away from the pull of the past to do something different.  [31:20] Start by looking at the five things that are most important for the future of your company. Then take the best five people you can’t afford to lose and assign them to those five tasks.  Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInRalph on LinkedInRalph on TwitterWho’s Got Your Back  Escape Velocity

An IT strategy is crucial for businesses to provide an overall direction and plan for the business.  In this episode, Jim Maholic talks about how to create an IT strategy and the importance of evaluating your current state and planning for a high-performing future state.Jim Maholic has 30 plus years in IT leadership and is an Amazon bestselling author. He has consulted with many of the largest and most prestigious companies in North and South America across numerous industries. Jim’s career has included two stints as a CIO, executive positions with Big Four and regional consulting firms, and leadership roles with enterprise software companies. His professional focus has been developing IT strategies that align with clients' core strategic business objectives.Jim is a really insightful and fascinating guy. We had a great conversation. He shares practical strategies a company or enterprise can take to get started with IT strategy. Be sure to check out Jim’s books, IT Strategy and Business Cases that Mean Business for more information on creating an IT strategy. Show Notes:[00:26] Jim Maholic has 30 plus years in IT leadership and is an Amazon bestseller.   [01:32] For the last 20 years, he has helped companies and clients start from square one and build an IT strategy.  [03:51] He started sports photography as a hobby and then became very involved shooting West Virginia and Pittsburgh Steelers games.  [05:08] The first steps of an IT strategy are drawing up your current environment. Most businesses are starting with something.   [05:58] Once a business lays out their current state, next they need to understand what is the driver of the strategy.  [06:39] Get an idea of the future state based on what is driving it from a business standpoint.  [07:10] Next, they need to put together the roadmap to help them get there.  They may need a vendor or a consultant to give feedback on the roadmap.  [07:31] Too many strategies omit a section called assumptions and risks, and this is a very important part.  [08:54] Drawing up the current state is so vital because once you lay this strategy out several steps down the road you are going to put a price tag on that.  [11:26] Understanding your current state is a fundamental key to build on your IT strategy.  [12:10] You need to prioritize what is most important for phase one. [15:08] These strategies can help IT leaders become business leaders and help the IT leaders get into the business discussions.  [17:14] Jim recommends conducting workshops to educate business leaders on the IT side of the business.  [18:27] Once you know what you need then do some research.  There are probably a few vendors that already do what you want to do pretty well.  Invite the vendors in to give a demonstration.  [19:26] Businesses typically use 3-5 year IT strategies. He strongly recommends once a quarter or at least once a year you reevaluate and recalibrate if necessary.  [20:04] If something comes up that interferes with the strategy you have to be willing to tweak or possibly even pivot a lot.  [21:51] There are three components to good change management: communication, discipline, and leadership. [23:40] People may say that they like change, but nobody likes to be told to change.  Communication is vital.  [24:42] People are the key to your success.  [26:23] All of us are working fundamentally for a paycheck.  So helping your people understand why you are changing is crucial.  [27:49] This is a great time to be a CIO. It is an exciting time.  Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInIT StrategyBusiness Cases that Mean BusinessJim on LinkedIn

Bill Schmarzo is regarded as one of the top Digital Transformation influencers on big data and data science. His career spans over 30 years in data warehousing, BI and advanced analytics before joining Hitachi Vantara, Bill served as CTO of Big Data at Dell EMC and VP of Analytics at Yahoo! He is the author of “The Art of Thinking Like a Data Scientist,” “Big Data: Understanding How Data Powers Big Business” and “Big Data MBA: Driving Business Strategies with Data Science.” Bill has a Bachelor's degree in math, computer science and business administration from Coe College and his MBA from the University of Iowa. He is an avid blogger and in 2019 was ranked the #4 Big Data influencer, #4 Data Science, and #6 Digital Transformation influencer worldwide by Onalytica.Bill is a fascinating and really insightful guy. We had a great conversation. He shares steps and practical advice you can use to integrate big data into your business and make huge transformations. Armed with the insights from big data, companies can improve customer experience and products, add value, and increase return on investment.Show Notes:[00:28] Bill Schmarzo is the Chief Innovation Officer for Hitachi Vantara.[00:43] This episode is really going to be focused on big data, what you do about it, and how you get people’s heads wrapped around it.[01:17] Most organizations don’t have an appreciation for data as a source of innovation.[02:47] Bill’s turning point for his appreciation of data was when he was at Yahoo.[04:25] Big data has allowed organizations to change their role as business leaders.[05:41] Data is an asset to be exploited and help drive organization and business initiatives.[07:10] The value of data is how you use it. Start with your company’s business and strategic initiatives for the next 12 months.[07:43] How can the data I have help accomplish what is important in our business?[09:23] When you bring the data science process into it the decisions haven’t changed, but the answers have changed.[10:07] The first mistake companies make is not focusing on what is important for the business.[10:43] Empower the front lines people that are close to the action.[13:14] They build their analytic solution cores one use case at a time. They go through a process to decide the data sets they need for that particular case.[16:06] Analytic modules are an asset that don’t depreciate with use, instead they actually appreciate in value.[18:21] Companies want analytic modules that they can quickly deploy and that learn and grow with their unique data.[20:07] Gain organizational consensus on the high-priority use cases to go after.[21:14] Next they do a proof of value, proving they can actually deliver value and solve the problem.[22:42] The digital media marketing, financial services and retail have big opportunities. Healthcare and industrial companies are trying to catch up as well.[23:16] If you don’t have a culture of collaboration this doesn’t work.[23:35] Don’t overcomplicate it. Keep it simple. It will get complicated enough.[24:01] At the end of the day, the only people that are actually creating value are the customers and the customer’s customers.[24:36] Don’t be afraid to make mistakes. You have to be fearless. Fear is only failure if you don’t learn from it. If you’re not failing enough, you're not pushing the edges or trying hard enough.Links and Resources:State of the CIO Podcast WebsiteState of the CIO Podcast on Apple PodcastsDan on LinkedInHypothesis Development CanvasBill on TwitterBill on LinkedInBig Data MBA: Driving Business Strategies with Data ScienceBig Data: Understanding How Data Powers Big BusinessThe Art of Thinking Like a Data Scientist

State of the CIO, hosted by Dan Kelly of The Negotiator Guru, was created as a philanthropic exercise that shares knowledge from high-level CIOs. Intentionally informal and unscripted, Kelly and guests discuss key topics that are most pressing in their minds. Topics can range from the more operational side of the business, what projects guests are working on and the importance of soft skills. Kelly is a fan of mentorships, advisors, continuously learning and challenging himself. The majority of the leaders he speaks to share that same vision.Key Takeaways:The State of the CIO is a philanthropic, knowledge-sharing platform for high-level CIOs to speak informally and on key topics that are most pressing in their mindsThe podcast allows knowledge sharing horizontally and vertically across different organizations globallyListeners can request speaking topics and specific guests by sending an email to dan@thenegotiator.guru

It’s no secret that the role of the CIO has changed over the past few years, but understanding leadership transitions is what separates average CIOs from the greats. Tony Gerth, author, clinical professor and principal of ABG Executive Advisors, conducted a study on how CIOs transition into new appointments and how long it takes for them to gain mastery of the job. Gerth learned that regardless of the transition style, CIOs will experience taking charge of a new role over the course of three distinct, overlapping phases: the entry, stabilization and renewal phase. It’s important to manage the transition period of a CIO properly in order to be a great leader. Gerth shares what CIOs should accomplish during each phase of transition, how to be a great CIO instead of just average and the top three reasons why CIOs are unsuccessful in this week’s episode.Key Takeaways:Gerth constructed research on how CIOs transition into a new appointment and how long it takes them to gain mastery of the job in that organization Regardless of the transition context or whether the person is an insider or outsider, they experience taking charge of new appointments over the course of three distinct but overlapping phasesThe CIO role is very ambiguous; even after 40 years of evolution, the role is still evolvingTony Gerth’s book, Taking the Reins as CIO: A Blueprint for Leadership Transitions, can be found on Amazon in hardcover and Kindle versions.

Dr. Ken Russell knows first-hand that the responsibilities of CIOs are evolving. With decades of experience developing and implementing organizational change, the fractional CIO is not only aware that innovation has become essential for organizations, but is what CIOs will have to understand for the next generation. Chief Information Officers are transitioning into Chief Innovation Officers, becoming the leaders who will need to navigate through organizational structures. It’ll be important for these leaders to juggle between what Russell shares as “C” words: conversations, collaborations and community. Innovation officers will need to be able to have conversations with leaders and have those conversations turn into collaborations. In turn, these collaborations can turn into commitments and these commitments can turn into communities. The next-generation CIO will be more of a strategist that fleshes out ideas and be able to put them into motion. Key Takeaways:If you’re going to be a technology leader, you have to understand the impact of technology and be willing to take a riskChief Innovation Officers are the kind of leaders that will need to navigate through organizational structuresIn digital transformation, it doesn’t matter what you create but what you can consume Dr. Ken Russell is releasing a book with co-author, Becky Scott, entitled Amplify, which shares the importance of not only innovating and accelerating but participating and translating.

COVID-19 is strongly impacting everyone’s daily routines, especially in the workforce. With shelter-in-place put into effect worldwide, a large majority of the world’s workforce is either forced to work remotely, take strong precautions onsite or, unfortunately, be laid off. Net Health’s CIO Jason “JJ” James knows now, more than ever, that organizations need to have a mobile-ready workforce to not just maintain operations but for the health, morale and security of everyone involved. Although of high importance for organizations, remote workforces can bring challenges including cybercrime, security and delivery. JJ shares his knowledge of CIO leadership in a crisis, the top priorities in IT currently and more on this week’s episode.

Change is evident, especially in an age where technology is constantly advancing. Although change may lead to positive advancements, increased efficiency and productivity, change itself affects those around it. Anjana Harve, CIO of Hill-Rom, knows the impacts of change and how it can affect its organization, especially when it comes to tech improvements. To Harve, there are key learnings in leadership when it comes to being a change catalyst for a team or organization. In order for a transition to go as smoothly as possible, a few tactics including constant communication, setting expectations and more need to be done. Harve shares these tactics along with more valuable information, on this episode. Key Takeaways:While bringing in new technology may have a lot of positives and an impact on improving things, at the end of the day, it does involve change for peopleWhen introducing change, it’s important to speak to your audience in their own words and from their own organization If you want someone to do something effectively, you have to let them come up with their own idea or version of what you’re trying to achieve

Cloud computing is increasing - quickly.With the continuous growth of software and hardware spend in IT, the demand for SaaS, PaaS and IaaS in company workload is important now more than ever. Dan Kelly, Senior Partner of The Negotiator Guru, knows the attention and concerns that go into cloud computing as well as how to convince companies into making the right decisions for their IT spend. In a previous webinar with computer software company, Flexera, Kelly shares his knowledge of understanding the entire SaaS machine, the rules and responsibilities of sales teams, how to understand and leverage business desks and the negotiation opportunities for new versus existing customers when it comes to buying this software.  Key Takeaways:Companies expect to see an increase in SaaS along with their IaaS, PaaS and cloud environments but not as much on their on-premises softwareToday, 32% of the workload is in IaaS, PaaS and SaaS but an additional workload of 11% is expected to move into IaaS, PaaS and SaaS over the next 12 monthsThe vendors you’re manging today may not be the same vendors that you’re going to manage next month or the end of the year just because SaaS is growing so quickly Be sure to sign up to receive a FREE copy of the presentation so that you can follow along and learn even more about how to control SaaS IT spend with effective contract negotiation!

Studies show that by 2025 the United States will have 1 million jobs in technology but not enough people to fill positions.A low amount of students are studying tech industries, but Helen Norris, VP and CIO of Chapman University, is encouraging this to change. Believing she would become a high school math teacher when she enrolled in college, she stumbled upon computer programming and shifted her career into the technology industry. Playing many roles in IT including a systems administrator, programmer, network engineer and working on a service desk, her experience has prepared her to become the CIO she is today.With demographics showing that the U.S. doesn’t have enough people working in technical fields, Norris knows that the nation will be at a disadvantage if more people don’t enter into STEM. Norris shares the importance of STEM in higher education, her thoughts on women in tech and why education is so important in order to fill spots that may be missing in career advancement.Key Takeaways:Studies show that by 2025 the U.S. will have 1 million jobs unable to be filled because there won’t be enough people in the tech fieldThere hasn’t been a huge shift in the number of women in tech: some teams will still only have one to no womenA high percentage of students at universities are women but men take up the majority of STEM fieldsListeners who’d like to contact Norris can send an email to hnorris@chapman.edu or follow her on Twitter @CIO_ChapmanU.

Dennis Hodges, the seasoned CIO of Inteva Products, knows what it takes for successful divestitures and acquisitions. With more than 10 years of experience in oil and gas, chemicals and automotive Tier One suppliers, Hodges’ expertise has helped a major automotive supplier and start-ups leverage communications and collaboration through digital transformation.Hodges knows that CIOs are living in interesting times, with digital transformation driving technology in the automotive industry. Technology is growing on the production floor to improve operational excellence and reduce waste. Hodges shares his impressive background, successful divestitures, working with startups and more, in this week’s episode. Key Takeaways:Inteva Products is a $1.5B spin-off of Delphfi,and is a leader in Latches, Window Regulators, Motors, and Interiors.Knowing your business well and what will be difficult to transition is key for successful divestitures and acquisitionsCIOs shouldn’t tie themselves to technology because it continuously changes

The most successful people know how to manage their time.There’s only so much time in a day, making it very important to use wisely. Knowing how time management can make or break success, Tim Campos birth Woven, a powerful scheduling tool that uses AI to help its customers become more efficient and effective. Formerly the CIO and VP of Information Technology at Facebook, Campos co-founded Woven from his personal frustrations with calendar management while at the well-known company. Woven not only helps schedule time with others, but also predicts when a certain meeting would or wouldn’t be appropriate through its machine learning capabilities.Campos is passionate about helping people and companies spend time on what matters most to them. With the continuing advancement of AI and machine learning, time management is easier for everyone.  Key Takeaways:Woven is considered an intelligent calendar to manage your schedule and get the most out of your meetingsThe calendar is on one aspect of productivity that is most constrained: timeCampos is passionate about helping people spend time on things that matter the most to themListeners who’d like to keep up with Campos can follow him on Twitter, @tcampos. Interested or want to learn more about Woven? Visit www.woven.com.

There are big digital moves happening in the veterinary industry, with cloud storage becoming more of a demand. Records and information that were once paper-based are now being converted to digital, allowing the industry to rid of paperwork and move forward in the digital era.Electronic Vet (eVet), a secure, cloud-based platform for the creation of show-compliant vaccination records and other medical documents, was created by Barb Blasko after a personal experience she had with missing medical records while competitively racing horses. After learning the need for more efficient, digital storage for these types of documents, she took action. Now, Blasko helps veterinarians with transitioning paper-based records to computer-based, electronic medical records. Jumping from the emergency room to entrepreneurship, Blasko has helped vets create a better workflow that still meets full HIPAA.Key Takeaways:eVet was created from Blasko’s personal experience with missing medical records while competitively racing horsesTrends in veterinary medicine are being driven by what Millennial pet owners wantThe adaptation of the digital era is becoming more embraced by the veterinarian industryListeners who’d like to reach out to Blasko can email her at barb@electronicvet.com

The nature of business is changing in digital transformation. Conversations around central versus decentralization are also changing from being an expense to a competitive advantage. For CIOs and other leaders, it’s time to take notice.Jim Maclennan, a strategic consultant on digital transformation, has spent his career helping organizations understand the concepts of digital business and how to put them into action. An organization must define how it creates value in order to strategically plan digital business strategies. Maclennan shares his knowledge of how to determine this value, how central and decentralization can help solve problems and where the next wave of IT impact is heading in the future on this week’s episode.Key Takeaways:Centralizing or decentralizing depends on the mission and the core existence of what the company is.The definition of company value is found in co-creation with stakeholders.The next wave of IT impact will probably be something in AI, changing the nature of knowledge itself.Maclennan recently published a book entitled, “Don’t Think So Much,” which focuses more on this topic. Listeners can find his book and learn more about him and his company, Maker Turtle, on his website, MakerTurtle.com.

A significant amount of businesses plan to increase their IT spending within the next year, especially when it comes to cloud computing. Unfortunately, a high amount of waste is involved in that spend.Kim Weins, VP of Cloud Strategy at Flexera, has spent her career focusing on cloud computing and spend optimization in IT and knows how this evolving software will impact businesses as it advances. She’s also spearheaded the State of the Cloud Report, a definitive annual report on cloud adoption, which continuously researches how it’s evolving. It’s time for CPOs, CIOs and CFOs to realize that money going into cloud cost optimization is growing significantly and leaders may need to get a handle of this growth to avoid wasting unnecessary cash. With cost and waste in mind, Weins shares how organizations should be using cloud and how often they should be planning their roadmaps in IT.Key Takeaways:Over 80% of respondents plan to increase IT spend within the next yearOrganizations are spending 22% of their budget on on-prem software, 7% on SaaS and 18% on IaaS and PaaSAn average of 35% of public cloud is wasted; this can be a significant problem because a large number of people are seeing their cloud spending go up

Businesses are missing the mark in generating revenue with IT.Colin Campbell, the Associate Director for Livingstone Partners, advises businesses and business owners on how to sell, buy, and recapitalize their brands with a high focus on how IT can make or break a deal. He knows there are specific tactics businesses should take for investors and buyers to gain interest or for companies to increase revenue within IT.IT departments are now becoming revenue-generating machines versus just an expense line item. Information technology impacts the value of a business and its roadmap is now becoming a major focus when sealing deals. From the value of investment bankers to how to leverage technology, Campbell shares what businesses should focus on within their IT departments in order to be proactive and gain profits.For listeners who would like to contact Campbell, he can be reached by email, campbell@livingstonepartners.com or by phone, (424) 282-3709.Key Takeaways:As more companies begin to leverage technology, IT is impacting business valueThere are specific tactics that should be taken in IT in order to be proactive in businessIT departments are becoming revenue-generating machines versus just an expense line item

“A value is only a value when it limits your ability to make a profit.” Bard Papegaaij, Director and Chief Change Facilitator of Transgrowth International, has focused his career on emotional intelligence in the workplace and the human side of organizations. Although working for the same company, different sides of businesses speak different languages, and it’s up to leadership to translate and involve every side to work together.From the IT perspective to the three languages every business should learn in their organization, Papegaaij shares important gems that can help any company work together, learn their true value and find solutions to human issues. Emphasizing the important roles for CIOs, Papegaaij believes the responsibility of collaboration is in their hands.“One of the key responsibilities for CIOs in the future is to be co-responsible for the culture of the organization,” Papegaaij says. “We cannot pretend that that is not our business.”Key Takeaways:One of the key responsibilities for CIOs is to be co-responsible for the culture of the organizationDifferent sides of business speak different languages. It’s up to leadership to interpret and involve each side to work togetherInstitute a culture that proactively addresses miscommunication between personality types and different sides of business

Working with a struggling or underperforming team? AMAG Pharmaceuticals VP and CIO Shannon Gath may have your solution with her five-step playbook.Gath, a Boston CIO of the Year finalist for team turnarounds, uses a strategy that transforms teams from order takers to strategic thinkers. Her playbook has worked with startups, medium and large teams allowing them to create goals and heavily focus on collaboration and personal commitment for success.Along with discussing this strategy, Gath shares her leadership styles, the tech industry topic she’s most interested in and how IT is evolving in its business capabilities.Key takeaways:The five-step playbook works with startups, medium and large teamsBy focusing on team collaboration and personal commitments to success, turnaround can transform members from order takers to strategic thinkersThe playbook allows teams to know what type of innovation to go after as well as learn their goalsThe fives steps: listen, validate, co-create, align and operate can help other functional areas in developing their strategic plans

If blockchain technology excites you, then you want to listen to this episode of State of the CIO with Feng Hou, Chief Digital Transformation Evangelist at Maryville University. Feng has probably got the best title out of any guest on the show, but it’s a title he’s earned - he’s said to be the leading blockchain expert in higher education, and for good reason. Feng is working tirelessly to champion the implementation of blockchain technology into students’ everyday lives, to make certain processes much quicker, easier and more cost effective for all involved. In fact, one of the reasons he was brought into his current role as Chief Digital Transformation Evangelist at Maryville University was not to help transform the IT system, but to transform the student experience. Feng is working towards achieving this goal by leveraging advanced technology (blockchain) to help build overall efficiency into the higher education system. He and Dan talk at length about how blockchain technology can enhance the degree transcript process, as well as cutting costs overall. In this episode: Feng’s top 3 IT priorities for Maryville University How advanced technology can improve student UX both academically and in their everyday life Blockchain isn’t just a technology, it’s a new way of thinking Blockchain’s transformation of the transcript acquisition process Why IT can be an obstacle to progression Blockchain technology shouldn’t be used for blockchain sake The wider potential use for blockchain in business To find out more visit - www.thenegotiator.guru

Today’s guest on State of the CIO is Chris Hahn, Chief Financial Officer at Shippers Supply. Chris has been with Shippers Supply since 2010, first as an Accounting Manager, moving his way up through the company to the role of Controller, then Interim Director of Operations, Director of Finance, and now CFO. As a highly experienced leader in all financial and financially-related areas, Chris has complete overview of the company leadership and is involved in navigating strategic planning initiatives, as well as scaling operations to adjust for both market driven and internal growth dynamics. Essentially, Chris’s role is to shift internal mindsets away from expenditure and toward investing in the company’s future. The company’s current focus is on their growth plan for the next 5-10 years, knowing this needs to be heavily digitized. Chris talks to us about trends in the supply industry that are potential challenges for B2B companies, why creating a digital footprint is so important to Shippers Supply and how they intend to add more value for their customers and solve problems. In today’s podcast: Trends in the B2B industry What he wishes he knew before he started his career The shift away from traditional marketing towards digital marketing Why businesses need to invest in their future The top 3 challenges facing the IT organization right now

Jessica Miller is the IT Director for Booster Enterprises. She’s only been in post for a short while, but already Jessica is making waves in the business that she has steadily worked her way up. Booster has, for the last 16 years, been trusted by schools in over 47 states to help them raise funds and inspire students through their fitness and character programs. To date, Booster has helped raise $220m+ which in turn has helped 7.1m students. Jessica started at Booster as a Salesforce Administrator before moving to Salesforce Director and then finally to IT Director. Her current role is a far cry from the actual degree she completed, Recreation and Leisure Studies, at the University of Georgia. After graduating, Jessica quickly realized there were few jobs available in that field, and so cut her teeth using the tech systems at Shane Company, the largest privately owned jeweler in the US. As IT director, Jessica’s days are filled with creating digital solutions to existing problems, building the company culture, boosting employee morale and getting the company to operate more efficiently and effectively. In today’s podcast: Why Booster is such a unique company How Jessica has developed the company culture Why leaders are responsible for boosting employee morale What her priorities are in her new role as IT director The challenges the company is facing Why ownership is key to a successful career

Today’s guest on State of the CIO is Ben Davis, EVP/Chief Digital Officer at Cambria. Ben began his career over 25 years ago and in that time he’s been Operations Executive for multiple “born in the cloud” based businesses and has delivered data and content systems to customers on 6 continents. According to Ben there is a cliche that there are three types of business: those about to start their digital transformation, those going through a digital transformation and those going out of business. And while Cambria is part way through its digital transformation, Ben has come to realize that in order for a company to transform digitally, while you are reliant on technology, you are more reliant on the people in the company itself. It is insights like this that make this episode unmissable as Ben shows us behind the curtain of his company and divulges the secrets of how Cambria is so successful. Listen to discover: What Ben’s priorities for his organization are Why digital transformation is key to future success Why IT is just a big digital quilt keeping the company safe and warm What Ben considers to be the best practices he’s learned in his career How his company innovates What the top challenges he’s facing right now are

In this episode, we take you through the negotiation process with a specific focus on finalizing the deal. We give our listeners specifics questions to ask, requests to make, and tactics to achieving the most value from your Salesforce relationship.

Based on popular demand, this episode is a deep dive focus on developing and leveraging the 7th step of your Negotiation Plan: Communication. We give you an inside look on how we create a Communication Plan that will drive the most beneficial results for your organization. Within this episode you’ll learn the following:We reveal our Communication Plan process and how it is particularly useful when engaging Salesforce;We provide insight into our standard process of establishing time-based communication approaches;We discuss the importance of engaging multiple levels of your organization;We give real world examples and tactical takeaways that can be used immediately.

This episode focuses on developing your Negotiation Plan to best prepare and align your organization. Specifically, we discuss the following points:We reveal our Negotiation Plan and how it is particularly useful when engaging Salesforce.We provide an overview of each of the seven steps in our Negotiation Plan:InterestsAlternativesOptionsLegitimacy and talking pointsActivities that you will do to end goalRelationship, behavior you are trying to portrayCommunicationWe discuss the secret sauce behind our success; how the proper creation and execution of a “Communication Plan” achieves the greatest relationship potential with Salesforce. (More details in future episodes)

This episode focuses on developing a Negotiation Plan to best prepare and align your organization. Specifically, we discuss the following points:We reveal our Negotiation Plan and how it is particularly useful when engaging Salesforce.We provide an overview of each of the seven steps in our Negotiation Plan:InterestsAlternativesOptionsLegitimacy and talking pointsActivities that you will do to end goalRelationship, behavior you are trying to portrayCommunicationWe discuss the secret sauce behind our success; how the proper creation and execution of a “Communication Plan” achieves the greatest relationship potential with Salesforce.

In this episode we cover: What a Salesforce Roadmap is Why it is so important The step-by-step process for creating your Salesforce roadmap How to use your roadmap to create internal alignment within your organization The Salesforce Roadmap is the foundation of every successful Salesforce Negotiation. Without this, you don't stand a chance when it comes to negotiating with Salesforce. 

In this episode, we give you insight behind the curtains into how Salesforce Negotiates. Specifically, in this episode you will learn: Why your Salesforce rep is intentionally given limited information about the true rates How Salesforce structures their sales team What the "business desk" is and how you can leverage it to your advantage What "Customer for Life" incentives are and how they can reduce your costs Why Salesforce treats new and existing accounts so differently How Salesforce uses "divide and conquer tactics" to sell more into your account Why the Salesforce fiscal year ends January 31st Why Salesforce shuffles their product tiers every few years This episode is packed with incredibly valuable information which will help you understand how Salesforce Negotiates and better prepare you for your upcoming negotiation.

In this episode of the Negotiating With IT Podcast we kickoff our upcoming series which is all about negotiating with Salesforce. In this episode we cover: Why negotiating with Salesforce won't hurt your relationship Why Salesforce expects you to negotiate How negotiating does not mean all negative for Salesforce. A good negotiation is mutually beneficial The margin of reduction on a Salesforce contract could be anywhere from 15-50% with proper Negotiation. We share an example of a Salesforce Negotiation where we reduced the contract from $25M to $12M which was a $13M reduction. That is a 56% cost reduction!