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Private Advisory for Boards and CFOs: https://www.jhstrategicit.com/

Your CIO is not in your business right now. That absence has a cost you have not calculated and a capital consequence you have not yet been asked to defend.

The CIO role has one job: understand the business well enough to make technology serve it. When that does not happen, IT spend grows without margin connection. Vendor decisions get made without revenue context. Problems the business is absorbing never surface because no one thought technology was relevant. The result is capital deployed without comprehension.

When a CIO cannot connect technology to how the company makes money, financial control fills the gap. The CFO begins approving technology decisions the CIO should be driving. The board starts asking questions the CIO cannot answer. I call this Authority Migration, the structural shift that occurs when technology leadership cannot defend capital decisions and financial control absorbs the function. The CIO.com article “Bad CIOs Are Good for Business” frames this as a feature. It is not. It is a capital event you are absorbing instead of preventing.

https://www.cio.com/article/4153245/bad-cios-are-good-for-the-business.html

An unaccountable CIO is not the final exposure. The costs that accumulated while no one was asking the right questions become the next problem you will be asked to explain.

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