Teams that take away operational issues effectively, enable the CIOs to focus on strategies that generate more exciting work for Team CIO. CIO, as a business leader, talks of technology disruptions needed to take the enterprise to the next level. What kind of people should ideally make up a team? 

IT vendor consolidation is the new mantra in IT efficiency. All the Fortune 100 companies have either completed vendor consolidation or are in the process of completing it. Whenever you are considering vendor consolidation, think about the business benefits you will be achieving through this. At the end of the day, the parameter on the scale of success is: How well you are serving your customer. 

A number of leadership initiatives have to be taken by the CIO. The ones that I have taken involved not only grooming but also motivating people to work as a team. This ensured that technological deliveries happened on time, and that too with the engagement of people who would be finally impacted by it. 

Frequently risk conversations in the enterprise is limited to just the financial risk around the financial systems and their control. I'm now thinking the risks in other areas like securing the intellectual property of the company and assuring business continuity due to events affecting the supply chain are likely the bigger risks. 

A productive CIO-CFO relationship is critical to the successful exploitation of technology. And, in general, CIOs find the relationship difficult and frustrating to navigate. CFOs can help improve the CFO-CIO relationship by adopting an enterprise perspective, leveraging their authority, and getting smarter about IT. 

The focus of knowledge management should be the management of tacit knowledge that is unstructured and hidden in the minds of the people (employees). The capture of tacit knowledge is like writing a story or a poem for which making a process can be difficult if not impossible.Hence, a semi-structured or unstructured process is required to capture it.  

Managements often support only by words but do no more than just sanctioning budgets and monitoring spends. How many times have they stepped out to meet the IT team or the users to review projects and send a message that IT is important? How many times do they review the progress of an IT project seriously? A CIO has to go through this grind everyday. The question is relevant. Some may agree, others may not.  

The CIO will be sought out for his or her opinion, if he or she understands the business deeply, and be able to articulate and frame the challenges and opportunities facing the business. He or she then needs to explain in layman's terms how technology might accelerate these strategic imperatives. 

Telecom providers will have to change their strategies to move up the value chain, as integration with end consumers will become less sticky. Tablets, cloud, and content are changing this demography faster, even as telcos are finding it hard to convert this threat into opportunity. 

As the line between communication and computation technologies is blurring, organizations are working on policies to allow the use of personal devices and leveraging the capabilities of cloud and tablets. In turn, they are saving costs and making lives easier for their employees.