CIO Mind, The Gartner CIO Podcast

“The moral of the story is: The closer CIOs stick to the CEO, the easier it’s going to be to help guide the rest of the C-suite through technology uncertainty.” (6:26)This year, the vast majority of CEOs are shifting strategies. At the core of these changes lie digitalization and technology, which introduce unprecedented responsibilities — and opportunities — in the CIO-CEO relationship. Listen now as Gartner Senior Principal Analyst Jennifer Carter shares exclusive best practices and insights on: Addressing profit needs via productivity and technology experimentation (3:21)Generative AI and creating digital cohesion (5:53)How introverted CIOs can build strong connections with extroverted CEOs (8:33)Getting critical one-on-one time with busy CEOs (11:59)A top mistake CIOs should avoid with CEOs (21:20)Jennifer Carter is a senior principal analyst in the Executive Leadership of Digital Business (ELDB) practice. She advises executives on how to navigate C-suite dynamics — in particular building effective engagement with CEOs, creating high-performing, collaborative teams, and influencing stakeholders. Jennifer also covers changing culture through the art of culture hacking and taking a people-first approach to enterprise change communications. Furthermore, Jennifer discusses key topics regarding the future of work, such as leadership in remote and hybrid environments and implementing a human-centric work design. Prior to Gartner, Jennifer studied power dynamics within Chinese imperial courts at the University of Florida and spent years in Gartner’s Executive Programs organization. She has a passion for evaluating complex organizational and leadership challenges and uses her diverse background to inspire executives to think outside of the box.

CIOs are largely determining the organization’s future. Their technology investments can drive — or derail — critical business outcomes. However, organizations must first address a range of challenges to ensure ROI: Which AI experimentation risks are worth taking? What use cases should be prioritized? How does the organization create lasting business value? This podcast addresses each of these challenges, as well as the three key actions CIOs need to take when introducing new technology into their organization. Podcast highlights:Three major technology trends in 2024 (1:43) Four pillars for onboarding new technologies, like AI (6:31)How CIOs can mitigate risks from technology investments (10:38)The challenges of scaling AI and how to balance workforce implications (16:43)Take Three: Three actions CIOs should take when introducing new technologies into the organization (20:48)

Episode highlights:Critical differences between AI and generative AI (05:11 - 06:24)Four AI topics CIOs must prioritize when educating teams (06:36 - 08:07) Why AI literacy is starkly different from typical tech-training (08:25 - 11:08)How to tailor AI education for non-technical employees and executives (11:52 - 15:05)How to solve common challenges when rolling out an AI literacy program (16:01 - 20:00)Three steps to launch your AI literacy program (20:30 - 23:17)AI experimentation is rapidly scaling to implementation across the enterprise. For CIOs, developing a comprehensive AI literacy initiative throughout the organization is now a tactical and strategic imperative.Erick Brethenoux is Gartner’s Artificial Intelligence Chief of Research. He specializes in AI techniques, decision intelligence and applied cognitive computing. Erick guides organizations on the strategic, organizational and technology aspects of using AI as a driving force for growth. In particular, his research focuses on the operationalization of AI techniques and practices, AI engineering, and next-generation decision intelligence systems.

This episode explores:What is franchised digital delivery? (01:45)What challenges does this model pose for CIOs and other CxOs? (07:25)How do you sell a franchise digital delivery model to someone who is not willing to buy it? (10:15)What are the three fundamental aspects of franchised digital delivery? (14:25)What steps should you take to start? (18:45)In this podcast episode, we delve into the evolving landscape of technology leadership and its impact on business dynamics as seen through the lens of franchised digital delivery, which is about technology management as well as business innovation and strategy. We explore the changing expectations that CEOs and other CxOs have for their CIOs, as well as the CIOs’ vision for their own leadership and the direction of their IT teams. Join us as we unravel these complex changes and provide insights into the future of technology leadership.

This episode explores: How far off is the day that we wake up and go to work for a machine — and is that what we want? (01:19)What are some dangerous or unexamined assumptions leaders are making about AI? (05:37)How do we prepare for and think about the consequences of our human-machine relationships? (08:15)The need for an equal and opposite focus on human expertise and skills, not just machine expertise and skills (12:05)There is a growing shift from designing machines to attract attention to building intimate human-machine relationships (16:15)How do we design for better and healthier human-machine relationships? (20:50)Mary Mesaglio is a Distinguished Vice President Analyst in Gartner’s Executive Leadership of Digital Business team. Mary’s work focuses on digital-era culture transformation, emphasizing executive teams’ roles in driving change, innovation and digital transformation. With a keen interest in the intersection of psychology, neuroscience and behavioral economics, Mary’s research aims to apply these disciplines in corporate settings. A frequent and engaging keynote speaker, Mary effectively communicates complex concepts to a broad audience, aiding organizations in harnessing behavioral science for effective leadership and change.The rapidly developing world of AI is shifting the way we live, work and interact — with one another and with machines. Gartner analyst Mary Mesaglio explores this shift and what it means for leadership’s approach to both human and machine talent. Mary also discusses vital factors for healthy and beneficial human-machine relationships, provides key questions to consider as we approach unexplored territory, and focuses on how leadership can boost machine capability and the human experience.

This episode explores:What is “play” in the context of work? (01:32)What are the pitfalls to avoid when designing “play” at work? (05:35)What steps can CIOs take to intentionally design “play” that drives engagement? (09:09)Can you share a success story or a case study of integrating “play at work”? What were the key takeaways? (13:12)What are the first three steps CIOs can do after this podcast to start the art of play? (16:42)CIOs continue to face serious employee well-being issues, with burnout, stress, fatigue and isolation all still on the rise in the workplace. A focus purely on finding purpose in work for most employees isn’t enough. Instead, as this session shows, CIOs can identify ways employees derive meaning from a sense of play at work.

In this episode of the CIO Mind podcast, we delve into the transformative journey of allyship, exploring how and why leaders should actively advocate for marginalized groups within workplaces and broader communities. The conversation aims to enlighten those unfamiliar with allyship and to motivate those already on this path, addressing the impactful roles individuals can play in fostering inclusivity and support. Listeners will gain insights into evolving their perspectives, embracing learning opportunities after mistakes and constructing an inclusive environment, empowering them to be advocates for change within their spheres of influence.This episode explores: Understanding allyship, beginning with the foundational language used to describe identity (01:20)Overcoming fear in order to become an ally — and the benefits of doing so (08:00)The awkward but necessary mistakes we make on our allyship journey (11:10)How Clark County’s CIO used an allyship journey map to encourage allyship (13:43)Three take-aways to be a better ally today (21:20)Tori Paulman is a Research Analyst on Gartner’s Digital Workplace team. Tori focuses on ensuring that employees have a validating, supportive and engaging experience with work.

This episode explores:Is the CIO as a boardroom level executive a reality now, or is this mostly a goal? (1:07)Should every CIO aspire to be on a board of directors? (3:48)How to get the first job as a board member. (8:24)What skills, experience and certifications are needed. (10:42)What are the first steps CIOs need to take to start off in the right direction? (19:20)In this podcast, host Gabriela Vogel and distinguished VP analyst and Gartner Fellow in Gartner’s Executive Leadership Research Group, Tina Nunno, discuss how CIOs can make their way onto the board of directors.Serving on an external, supervisory board of directors is an excellent way for seasoned senior leaders with a track record to further their careers. As Gabriela and Tina discuss, the first board appointment is difficult to get, but CIOs can improve their prospects by following five crucial measures.

This episode explores:Who should care about machine customers — and why (1:33)The business benefits of embracing machine customers (8:04)If this is a market that is or should be regulated (12:17)How to invest in machine customers in a world with limited resources (16:32)If consumers should be afraid of this shift (21:12)Customers are becoming machines. Cars will buy their own gas and tires using sophisticated software and hardware. This affects business-customer relations. Is your business ready? Mark Raskino, co-author of “When Machines Become Customers,” explores what you need to consider in this podcast.

This episode explores: What CIOs need to know about cyberpsychology (2:20) Practical applications of cyberpsychology principles in how we work (3:18)Integrating cyberpsychology principles into cybersecurity training (8:10)Integrating cyberpsychology with technology to boost performance (12:27)Key take-away: Think about the employee experience across all technology platforms (14:08)By 2025, 90% of progressive employers will integrate cyberpsychology with technology to improve individual effectiveness and team collaboration (see Top Trends for Strategic Portfolio Leaders for 2022). From the social implications of video conferencing to the need for cybersecurity that matches human vulnerabilities, determining the psychological impacts of technology is critical for getting the best results from users and the technology itself.

Generative AI offers transformational potential for the enterprise. From improving employee engagement and customer experience to optimizing IT operations, these innovative tools are changing the business landscape. For CIOs, charting the right steps to seize unprecedented opportunities and recognize inherent risks is essential for capitalizing on this exciting technology. Distinguished Vice President Analyst Arun Chandrasekaran joins CIO Mind Podcast host Eyad Tachwali to talk about generative AI’s impact on enterprises, its risks and what this technology means for enterprises in the near future. How is your organization harnessing or intending to use generative AI? We're eager to hear your experiences and strategies. Join the conversation in our Peer Community.Arun Chandrasekaran is a Distinguished Vice President, Analyst at Gartner, where his research focus is on providing strategic advice to CTOs and CIOs on how to spur technology innovation within enterprise IT. He is part of the core team that analyzes emerging technology trends and creates the annual Gartner top strategic technology trends research. Arun’s focus areas involve emerging trends in AI, including generative AI, public cloud and cloud-native architectures.What are some of the actionable use cases for generative AI? (2:53)What kind of risks should CIOs be mindful of as they plan their generative AI pilots? How can they mitigate these risks? (9:09)What skills or technology should a company have to make the most out of generative AI? (16:47)As a CIO, what are the top three key messages I need to communicate to my CEO and board of directors about generative AI? (18:19)GPT-4 and AutoGPT: What do they mean for the enterprise? Where is this technology headed? (19:52)

This episode covers:Pain points enterprise architects face that CIOs need to understand (1:23)“The Roadmapper”: An activity to help top executive avoid making bad technology decisions (6:26)How roadmaps help CIOs discuss technology with the board (10:49)Using roadmaps to facilitate IT organizational change conversations with senior leaders (13:48) Heritage management: An approach to discuss old technologies and their value to the business (17:25)CIOs can impact thinking beyond management of IT (21:32)When it comes to implementing or considering new technologies, understanding how they fit in the large picture is not always easy to communicate. CIOs and enterprise architects need to work together to help CxOs know the implications of their decisions before they’re made. By learning to communicate those implications in a more consumable way, CIOs can prevent their C-suite partners from making decisions they’ll regret. VP Analyst Philip Allega joins CIO Mind Podcast host Shawn Murphy to talk about roadmapping as an influential communication tool that CIOs can use to shape their conversations with the board.

This episode covers:What digital friction is (1:05)How digital friction negatively impacts the customer experience (3:10)The culprits that cause digital friction and digital insensitivity (5:01)How total experience helps to solve digital friction and digital insensitivity (8:45)The components of total experience (10:13)The three terms important for creating a shared understanding of being a digital business (11:00)The advantages the midsize enterprise can leverage to create frictionless experiences (16:10)New technology is designed to make life and work go more smoothly. But when it’s unclear how to properly use the technology, when it doesn’t fit the workflow, and when no one really understands it, digital friction slows down progress. Host Shawn Murphy and Gartner Vice President Analyst Joseph Provenza explore speed bumps that trip up digital initiatives and discuss what midsize enterprise CIOs do to lead through the friction that impacts employees and customers.

Over the last decade, digital features and value propositions have been inserted into many more products and services. But making sure that happens coherently at scale isn’t easy. A new kind of professional role has emerged to drive the change forward. DPMs have been appearing everywhere from banks to fast-food restaurant chains. We explore the contours of this critical capability and the CIO’s role in helping embed it into the organization.This episode explores:What is a digital product, really? (1:33)What is digital product management? (2:53)What usually triggers companies to start employing digital product managers (DPMs)? (5:42)What should a CIO be doing to initiate or advance digital product management? (8:58)What do DPMs do practically day to day? (10:59)Where do DPMs live on the org chart? (13:49)Where do people hire DPMs from? What backgrounds do they come from? (15:54)Erin Neus-Cheong is a senior director analyst in Gartner’s Executive Leadership of Digital Business group. Erin covers digital product strategy, product leadership and product-centric organizations. She is an experienced product leader with significant expertise in product-led transformation and the transition to a product-led organization.

It is true that work in the future will be more human-centered. However, this should not be interpreted as a focus on individuals. Employees expect to be compensated more for performing less work while having more freedom. Consumers want firms to act quickly and smoothly on crucial issues while keeping prices affordable. Investors want companies to demonstrate continued growth while also supporting environmental, social, and governance (ESG) and diversity, equity, and inclusion (DEI) activities. When all individuals maintain high expectations, things cannot end well. To set realistic expectations, CIOs need to shift their management approach and employee value proposition away from the individual and toward the community. Only then can they create meaningful experiences for everyone.