Peer-Driven Insights

Internal CXO Relationships

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HUSCH BLACKWELL LLP

Services (non-Government), 1k - 5k

Community Posts

Strongly disagree2%

Strongly agree

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Yes, 100%20%

Not explicitly9%

Not at all1%

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Yes, most security leaders.29%

Yes, some security leaders.58%

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Active Ambassadors in This Topic

Jeff Bower

Community Posts

In the age of remote and hybrid work, are in-person strategic planning offsites worth the investment when leadership teams are already adapted to virtual collaboration?

How has economic uncertainty changed the way you present technology investments to the C-suite and board? What messaging resonates now vs. last year?

How do you get your business stakeholders more invested in your team’s agile workflows?

What business outcomes would justify adding another title (like chief digital or transformation officer) to your role instead of hiring someone else to perform that function? Are there certain industries where this makes more sense than others?

Does anyone ever find themselves in a situation where you need to delegate a task laterally, instead of down to a direct report? Curious how others handle having to make a request where success depends on needing to rely on a peer outside IT.

When the business comes to you with an unrealistic request, how do you turn that “no” into a strategic “yes, here's what we can do instead”? Can you say “no” while also giving the business what it wants?

Any advice for navigating outsized expectations when starting a new role? How can you manage expectations so that the business doesn’t lose confidence in you?

Have you been in situations in a new company or role, where you needed to assess the current technical debt, but did not want to appear to be critical of your predecessor? How did you navigate this?

How do you adequately explain "opportunity cost” to stakeholders during IT budget conversations, so that budget priorities are successfully financed?

What do you think: do C-suite execs need to be educated about the finer details of generative AI before they can make good decisions about it?

Agree or disagree: Business unit leaders typically oppose the SOC’s recommendations.

Does the business support your IT strategy?

What can you do to protect your cybersecurity team (CISO included) from burnout?

Is there a disconnect between security leaders and the businesses they serve?

Do you find that IT initiatives that have been driven by business units face a higher standard of success? How do you make sure expectations are realistic and maintain a culture of curiosity around “failed” initiatives?

Have you ever taken on a CISO role where your predecessor didn’t collaborate well with business leaders? What tactics did you use to rehabilitate the security organization’s existing image so it’s no longer seen as the department of “no”?

Community Posts

In the age of remote and hybrid work, are in-person strategic planning offsites worth the investment when leadership teams are already adapted to virtual collaboration?

How has economic uncertainty changed the way you present technology investments to the C-suite and board? What messaging resonates now vs. last year?

How do you get your business stakeholders more invested in your team’s agile workflows?

What business outcomes would justify adding another title (like chief digital or transformation officer) to your role instead of hiring someone else to perform that function? Are there certain industries where this makes more sense than others?

Does anyone ever find themselves in a situation where you need to delegate a task laterally, instead of down to a direct report? Curious how others handle having to make a request where success depends on needing to rely on a peer outside IT.

When the business comes to you with an unrealistic request, how do you turn that “no” into a strategic “yes, here's what we can do instead”? Can you say “no” while also giving the business what it wants?

Any advice for navigating outsized expectations when starting a new role? How can you manage expectations so that the business doesn’t lose confidence in you?

Have you been in situations in a new company or role, where you needed to assess the current technical debt, but did not want to appear to be critical of your predecessor? How did you navigate this?

How do you adequately explain "opportunity cost” to stakeholders during IT budget conversations, so that budget priorities are successfully financed?

What do you think: do C-suite execs need to be educated about the finer details of generative AI before they can make good decisions about it?

Agree or disagree: Business unit leaders typically oppose the SOC’s recommendations.

Does the business support your IT strategy?

What can you do to protect your cybersecurity team (CISO included) from burnout?

Is there a disconnect between security leaders and the businesses they serve?

Do you find that IT initiatives that have been driven by business units face a higher standard of success? How do you make sure expectations are realistic and maintain a culture of curiosity around “failed” initiatives?

Have you ever taken on a CISO role where your predecessor didn’t collaborate well with business leaders? What tactics did you use to rehabilitate the security organization’s existing image so it’s no longer seen as the department of “no”?