FEATURE strategy off-sites – not to report on tickets closed but to co-create the three-year growth plan.
In my opinion, to make yourself indispensable during this period of transition, you need to demonstrate that technology decisions are inextricable from business decisions. Your seat at the table is earned when it’ s clear that infrastructure choices directly influence revenue and to do that, you need to arrive armed with the data to prove it.
Driving strategy through deeper digital insights
In the past, CIOs like myself have lacked the kind of actionable data that could help us make compelling revenue-centric cases for investment. We could see how well our systems were functioning but the tools we previously relied on couldn’ t tell us how those systems exactly affected customer behaviour or sales patterns.
Thankfully, modern observability platforms give us something priceless: insights into operational-commercial causality. For example, it’ s now possible to correlate a one-second delay in a page-load with shopping-cart abandonment and therefore the opportunity loss.
As well as seeing which systems are malfunctioning, AI-driven performance analytics like this help us to track the revenue impact.
In the same vein, when CFOs can be presented with clear evidence that proves fixing a specific microservice will add significant value to the top line next year, prioritisation conversations change completely. These insights turn IT from a black-box cost centre – where money goes in and benefits hopefully someday reappear – into a predictable growth engine.
What’ s more, as observability practices integrate further, the more precise real-time correlations get. With that structure in place, it becomes much easier to focus your efforts on translating these conclusions into productive operational processes.
Fernando Castanheira, CIO, Riverbed Technology www. intelligentcio. com
INTELLIGENT CIO NORTH AMERICA
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