Sanjay Kumar Mohindroo

How to Run a Technology Investment Committee Most technology committees review more than they decide. Use the DECIDE framework to improve capital allocation, accountability, and technology outcomes. How to Run a Technology Investment Committee That Actually Decides A technology investment committee that ends with “come back with more detail” has usually not exercised prudence. It has postponed accountability. Across three decades in enterprise technology, I have seen this pattern in different industries and different boardrooms: capable executives, substantial investment at stake, a detailed presentation, sensible questions, and no actual decision. The conventional wisdom is that technology investment committees need better information. I disagree. Most already have more information than they can use. What they lack is a decision system. A technology investment committee should not be a review forum for IT proposals. It should be a capital allocation mechanism that decides where the en...

IT Cost Reduction Often Destroys Long-Term Value. Many organizations celebrate IT cost reduction as a success. Yet aggressive cost cutting often weakens innovation, resilience, and growth. This article explains why smart technology investment creates more value than short-term savings. When economic pressure rises, IT budgets are often among the first targets. The logic appears sound: reduce spending, improve margins, and show financial discipline. Yet after more than three decades leading technology organizations across global enterprises, I have seen a recurring pattern. The companies that cut technology costs aggressively often create larger business problems later. Innovation slows. Technical debt grows. Customer experience suffers. Talent leaves. Strategic options shrink. The goal should never be to spend less on IT. The goal should be to generate more business value from every technology dollar invested. That distinction changes everything. #Leadership #CIO #DigitalTransformation...

The Most Important Budget Meeting in the Company.  A CFO vs CIO Conversation on IT Spend A practical executive perspective on how CFOs and CIOs can transform IT spending from a cost discussion into a business value conversation that drives growth, resilience, and competitive advantage. Every budget cycle, the same conversation plays out. The CFO asks, "Why are we spending more on technology?" The CIO responds, "Because the business needs it." Both are right. Both are often frustrated. After more than three decades leading technology organizations across global enterprises, I have found that the tension rarely comes from the numbers. It comes from the language. CFOs speak in returns, risk, and cash flow. CIOs speak in platforms, architectures, and capabilities. The organizations that outperform their peers bridge that gap. They stop debating IT costs and start discussing business outcomes. The most effective CIOs do not defend technology budgets. They explain busines...