Sanjay Kumar Mohindroo

Shared Accountability for Technology Outcomes Technology value is not the CIO's job alone. A practical framework for making business leaders accountable for technology outcomes and ROI. Making the Business Own Technology Outcomes After nearly three decades around enterprise technology, I have seen the same sentence end too many difficult meetings: “IT needs to fix this.” Sometimes the problem was a delayed platform. Sometimes adoption was poor. Sometimes the investment had delivered the system everyone asked for, but not the business result everyone had promised. The conventional wisdom is that when a technology programme succeeds or fails, the CIO should be accountable. I disagree. The CIO should be accountable for technology delivery, resilience, architecture, security and technology economics. But if the intended outcome is higher revenue, lower operating cost, faster fulfilment, improved customer retention or reduced business risk, then the business must own that outcome. Other...

How to Translate IT Value for the CFO IT value gets lost when CIOs speak technology instead of economics. Use five CFO-ready lenses to connect IT investment to business outcomes. Your CFO Does Not Care About IT Value. Translate It. The budget request was technically flawless. The CFO still said no. Not because the technology was weak, but because the value case was written in a language finance did not use. I have seen versions of this conversation repeatedly over the years. Technology leaders arrive with architecture diagrams, transformation roadmaps, uptime improvements, cybersecurity scores, cloud migration percentages, technical debt measures, and increasingly, AI use cases. Finance asks a different set of questions. What happens to cash? What cost disappears? What risk are we buying down? What business capacity are we creating? When will we know whether the investment worked? If those questions are not answered clearly, the problem is rarely that the CFO "doesn't understa...