Sanjay Kumar Mohindroo

WhyIT-Business Partnership Keeps Failing The IT-business partnership model is failing. The real issue is split accountability for outcomes, capital, trade-offs, and technology value. Why the IT-Business Partnership Cliché Keeps Failing The phrase I distrust most in a transformation meeting is: “IT needs to partner more closely with the business.” After nearly three decades around enterprise technology, I have learned that this sentence often reveals the real problem. The organisation has already separated technology from business accountability, and is now trying to repair the gap with better relationships. That rarely works. The conventional wisdom says IT must become a “trusted business partner.” CIOs are encouraged to speak the language of business, sit closer to business leaders, understand commercial priorities, and become more collaborative. All sensible advice. But the premise is increasingly outdated. If IT still needs to “partner with the business,” we are implicitly saying IT...

The Courage to Get It Wrong Failure is not the end of success. It can sharpen judgment, deepen self-awareness, and help us move forward with clarity. Real progress comes from accepting imperfect decisions, reflecting honestly, and using failure as information. Progress is rarely a straight line. We often admire success after the uncertainty has disappeared from view. We see the result, not the missed calls, changed plans, or private doubts that came before it. Arianna Huffington captures that tension well: “We need to accept that we won’t always make the right decisions, that we’ll screw up royally sometimes – understanding that failure is not the opposite of success; it’s part of success.” The emotional power of this idea comes from permission. It reminds us that getting something wrong does not automatically mean we are moving in the wrong direction. Sometimes it means we are making real choices, taking responsibility, and gathering the experience that better judgment requires. The T...

Executive Alignment Scorecard for Technology Investment. A seven-question executive alignment scorecard to test business outcomes, capital discipline, accountability, and risk before technology investment. The Executive Alignment Scorecard I Use Before Technology Gets Funded Seven questions. Fourteen points. Less than 11, and I would hesitate before committing serious capital. That may sound harsh. But after decades of sitting in executive meetings where everyone appeared to agree, I have learned that agreement is one of the weakest tests of alignment. The conventional wisdom says that if the CEO, business leaders, technology team and finance team are all supportive of an initiative, the organisation is aligned. I disagree. I have seen rooms full of intelligent executives nod to the same proposal while carrying completely different assumptions about what success meant, how much disruption was acceptable, who owned the result, and when the organisation should stop spending. That is not ...

The Weight of Yesterday. Progress Gains Strength When Memory Stays Intact The future grows stronger when we respect the lessons that shaped it, not when we erase them. Every New Chapter Carries an Old Story Every generation believes it stands at the edge of a new era. Fresh ideas arrive. Old systems are questioned. Change gathers speed. In that rush, many people start to treat the past as a burden rather than a teacher. That is where this timeless thought from Golda Meir deserves attention: "One cannot and must not try to erase the past merely because it does not fit the present." — Golda Meir This is not a call to live in yesterday. It is a reminder to respect it. The quote carries quiet strength. It speaks with honesty rather than anger. It asks us to face history with courage rather than rewrite it for comfort. Its message is simple. A society, a business, or a person grows stronger by understanding the past, not by hiding it. #Leadership #History teaches us that every suc...

Consequences Shape the Future Long Before Results Appear. Every choice creates a consequence. Explore the deeper meaning behind actions, responsibility, and lasting outcomes. Most people spend their lives chasing rewards and avoiding punishment. They seek praise, promotions, approval, and success while fearing criticism, failure, and loss. Yet life often operates by a different set of rules. As Robert Green Ingersoll observed, "In nature, there are neither rewards nor punishments; there are consequences." This statement shifts attention away from judgment and toward reality. It suggests that life is not keeping score in a moral ledger. Instead, actions create outcomes. Some outcomes help us grow, while others create challenges. The emotional signal behind this idea is both liberating and demanding. It removes the comfort of blaming fate and places responsibility back into our hands. It invites us to see life through the lens of cause and effect, where every decision leaves a ...

  Actions That Reveal the Mind. Thoughts shape intentions, but actions reveal truth—a reflection on character, integrity, and human behavior. We often spend a great deal of time trying to understand what people think. We listen to their words, study their opinions, and pay attention to their promises. Yet, when uncertainty appears, one simple measure often tells us more than anything else. "The actions of men are the best interpreters of their thoughts." — James Joyce This observation carries remarkable weight because it speaks to a truth many of us have experienced. Words can be carefully chosen. Intentions can be hidden. Explanations can be crafted to sound convincing. Actions, however, leave evidence. They reveal priorities, values, fears, commitments, and beliefs. At its heart, this idea is not about judging people harshly. It is about understanding human nature more clearly. It reminds us that behaviour often tells a deeper story than conversation ever can. When we pay a...