Ask the Expert: How CIOs Prove Business Value
Today’s CIOs are expected to do more than simply enable business value — they’re responsible for driving and accounting for it. Yet, many find that external factors frustrate the level of impact they can achieve, whether it’s shadow IT or the underutilization of deployed systems and software.
To tackle this pressing issue, InformationWeek asked three IT leaders for their takes on how CIOs demonstrate business value. The short answer: calculations can’t be done in a vacuum.
### Shadow IT as a Litmus Test of IT Effectiveness
Michael Ringman, CTO at business process outsourcing and AI-powered customer engagement technology solution provider Ibex, underscored the need for strong business relationships. He believes that shadow IT is a litmus test of IT effectiveness.
“It’s like being married. You both come together and bring 50%. It isn’t one part of the organization bringing 100%, or even 75%,” Ringman said. He emphasized that understanding what shadow IT is occurring within the company is useful — not as a negative, but as an opportunity.
In fact, finding shadow IT in the organization is “super cool,” Ringman said, because it indicates that the business has recognized a problem and identified a solution.
“It shows you where you’re not engaging with the business to help create and drive that value. I seek that stuff out,” he added.
Ringman also shared that he achieves a higher percentage of successful projects by making a lot of small investments and failing fast, rather than undertaking big-bang projects.
### Change Management Is Relentless and Adaptive
The need for change management has always been important, but it has become critical as businesses undergo digital transformation, said Scott Weller, CTO of AI-powered credit risk analysis and monitoring company EnFi.
AI amplifies the need for change management “at a much more rapid pace,” Weller explained.
“IT is not only being asked to measure themselves at the end of a project, but also to measure the efficiencies or revenue they’re creating [during the project], while serving as the hyper evaluator of technologies, so that they can connect these two things.”
Evaluating technology, he emphasized, requires intimate knowledge of the business use cases being supported.
Weller noted that large enterprises adept at digital transformation reorganized IT to collaborate closely with the business, aiming to capitalize on specific market opportunities.
As enterprises undergo AI transformation, Weller believes it’s important to embed technologists inside business units—either temporarily based on expertise or as part of a hub-and-spoke model.
“The companies having more successful AI POCs and trials generally don’t have AI councils. They’re embedding AI expertise in the business team and helping to procure solutions almost as separate nodes that can work independently,” he said.
This approach is top-down versus bottom-up to ensure a strategic impact, while also being intentionally incremental. It requires a clear mandate—not just executive buy-in but also the vision and structure to make it happen.
“It’s no longer massive implementations across teams. It’s being intentionally incremental, starting with very small, practical use cases and expanding that over time,” Weller said.
His team’s two-week sprints have evolved into a mandated assessment of impact every three days. This method aligns business and IT leaders and helps articulate the end-state goal for each sprint.
“I think those three-day cycles help the team reevaluate — should we keep going? Are we getting closer? Are there new decisions? What did we learn from this new thing? It also allows you to decide if there’s something new coming, [whether] we should pause for a moment and see what that is. You can also make new decisions,” Weller explained.
### Expect Chaos, Behave Accordingly
Many external factors affect the value of IT—from vendor and solution choices to regulatory changes, market conditions, and technological innovation. To cut through this chaos, Dmytro Voloshyn, CTO and co-founder of global language learning marketplace Preply, emphasized the power of data.
For example, last year, everyone at Preply was excited about the new enterprise AI tools. As part of the project, Preply partnered with OpenAI to assess the impact of these tools on productivity.
By calculating the time saved by using OpenAI across different departments during the first year after deployment, it was possible to predict the total amount of money that could be saved.
“Money talks,” Voloshyn said.
He noted, “The easiest way to have a common denominator [between IT and the business] is to talk about what [a project] will cost and what value it will bring to the business, without getting into the technical details.”
Voloshyn echoed the sentiments of the other experts: “If you want to impact the business, you should understand how the business works.”
One of his biggest internal partners is the CFO, with whom he engages in long-term planning. Having a shared language facilitates more effective collaboration, resulting in a shared vision and roadmap.
While details may change over time — such as which AI company is the “leading vendor” — there is general agreement between Voloshyn and the CFO on longer-term investments. This ensures the appropriate resources are allocated to technology and workforce upskilling.
“It’s a bit of an art to remain operationally effective and still strategic. One of the most important things is to stay agile and human-centered, because with all this automation and changes we see with AI, human connection will become an even more valuable element of how organizations operate,” Voloshyn said.
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By fostering strong business relationships, prioritizing adaptive change management, and using data to navigate external chaos, today’s CIOs can better demonstrate and drive tangible business value across their organizations.
https://www.informationweek.com/it-management/ask-the-expert-how-cios-prove-business-value
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