that can help advocate for the adoption of artificial intelligence, machine learning, and other advanced tech.
Fowler shared the two pieces of advice that have guided him after more than two decades in IT-related roles.While companies have long had CIOs, they tended to focus mainly on running back-office technology. That isn't the case anymore, but companies are finding that their more old-school tech leaders may not be the best person to oversee their digital overhauls, according to Fowler.
One way Fowler has sought to instill this advice within his own team is sitting tech employees next to those that manage other aspects of the business. Those who run the claims and billing operations, for example, now sit with those who manage the back-end technology. Weekly check-ins take place where they discuss how the systems are currently functioning and what features could be added.
Instead, leaders must get support from different internal constituents for the digital efforts to succeed. So if a CIO is not "good at influence," they will fail, Fowler argues.
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