A5 This varies by industry. In higher education we are prone to silos and particularly "turf" mindsets. Ensuring you create matrixed operating groups to span departments and hierarchies helps alot. #CIOChat

A4 I actually think the start is with people. Ensure that the folks that develop, support and work within the customer experience have the chance to regularly work together on journey maps and user stories. Channeling their passion will make the CMO and CIO look smarter.#CIOChat

A1 We were reminded that "best of breed" products can result in significant dependence across ecosystems. And when that supply chain dependence exposes poor practices within the chain, we need tested in-place recovery plans and transparency with vendors to reduce repeats.#CIOChat

A2 For most of us, single vendor dependencies will remain. We need to have plans for "what ifs" and failures. We need trusted communications with each key dependencies. Lastly we need to be prepared to walk away if the vendor fails our trust repeatedly. #CIOChat

A3 Tech Debt is often a contributory cause for many of our ills. But as with any major disruption we can't rule out bad architecture, insufficient disaster planning, the impact of reduced staffing investment, and leadership. #CIOChat

A1 IT Business Alignment is a "muscle". You have to keep moving it for it to keep working. Where orgs are regularly working on and measuring alignment it continues to be a work in progress. At others not so much. Generally if the org is thriving, alignment is happening. #CIOChat

A2 Failed communications, empathy and success criteria come to mind. Is the goal in writing? Are all stake holder vested in each other's success? Do we know what alignment will feel like or do for the org? #CIOChat

A2: a non-exhaustive list: - changes that unnecessary impact business operations - being the ministry of No - failing to communicate in a clear way (this is bi-directional) - not engaging the IT department in time - failure to capture adequate requirements #ciochat

A3. Engagement is huge. Think of matrixed orgs where C-suite folks interact with each other but also diagonally across the org. "Walk the floor". Make sure you know the experience, technical and otherwise, in most units including outside IT. Host company kickball games. #CIOChat

Jim Russell Empathy first.

So the impact of Crowd Strike and their process left a lot of CIO's contemplating lessons learned. Myles Suer captured some of out thoughts here cmswire.com/customer-exper…

A1 Most folks have moved most of what they can by now to the cloud. Like many others I find there are components waiting or not good candidates for #cloud. So for me the root is often lack of sustained attention to process improvement leading to stagnant cloud tech. #CIOChat

Jim Russell I think the business engagement mechanism - business analysts, champions, or architects - is one of the most critical elements of #IT execution. It needs to be proactive management, not retroactive inspection. Business interlock as a documentation project helps no one. #CIOChat

A3. Closer alignment between IT and functional teams so the smaller gap supports more agile cloud projects and architecture. If the time to change is shorter, the debt is smaller. I limit custom code and seek vendor partners to mature cloud. That sometimes bites back. #CIOChat