IT disruptions are inevitable. Even with the best technology investments, perfect security doesn’t exist. Here’s the twist though: when a disruption strikes, it can actually be used as an advantage, giving CIOs a unique stage to showcase the depth of their planning and the resilience built into their systems.
Think of it like stress-testing the organization under real conditions, showing where strengths lie and where gaps need attention. The immediate goal in these situations is always to stabilize—put out the fire quickly and effectively.
Once the flames are controlled, a forensic dive into the incident reveals insights no hypothetical exercise could offer. Why did it happen? Where was the vulnerability? With that knowledge in hand, CIOs can take steps to prevent similar issues, fortifying the company’s systems and preparing them for the next challenge.
Key takeaway: Each crisis offers a chance to refine, to learn, and to evolve, ultimately turning a potential weakness into a future strength.
Turn crises into funding catalysts
Securing funds for hypothetical risks is a tough sell. Boards and stakeholders often prefer to focus on problems they can see right in front of them. When a real crisis hits, it’s a wake-up call, making the need for pre-emptive action undeniable. This moment is where CIOs can shift the conversation, using the crisis as a clear example of why proactive funding matters.
CIOs need to show how strategic investments in risk mitigation would have minimized the financial and reputational costs of the current disruption.
It’s simple math, really. Addressing problems after they occur is often exponentially more costly than preventing them in the first place. With data in hand, CIOs can show that each dollar spent on preemptive action now saves the company multiples in potential future losses. When done right it secures funding for IT and aligns the entire leadership team around a proactive approach that’s both financially sound and strategically wise.
Rethink vendor relationships to partnerships
The industry has changed. Gone are the days when vendors were just paid for hours worked or units delivered. Today’s tech market requires a new kind of partnership where vendors are compensated based on outcomes. With the rise of productivity tools like genAI, we’re now talking about “pay-for-results” models that directly tie vendor success to client success. Think about it—why pay for time when what you’re really after are results?
In outcome-based partnerships, vendors are as invested in success as you are. This shared commitment to achieving specific targets—whether it’s cutting costs or boosting revenue—puts everyone on the same page.
For this to work though, CIOs have to be selective. They need to find partners who are capable technically as well as culturally compatible. After all, when a partnership works, both companies stand to gain, publicly and privately. If it stumbles, both brands can take a hit. Every CIO should ask: is this vendor ready to be a real partner for building long-term success?
Emphasize non-financial resilience and public perception
Too often, we get caught up in the numbers—who covers the costs when things go south? As we all know, the stakes are much higher than that. Reputation is the currency of trust, and in the digital age, it’s also the foundation of customer loyalty. When a crisis hits, the real question is how quickly can you regain customer confidence.
A solid response plan, especially one that prioritizes customer communication, can make all the difference. In these moments, people want to know they’re in good hands, that you’re both fixing the issue and addressing their needs and concerns. CIOs should think beyond the immediate technical fix and focus on customer experience. It’s about reassuring them, letting them know you’ve got it under control, even when things go wrong.
Two mindsets of ambitious CIOs
Ambitious CIOs have a two-pronged focus. On one hand, they’re thinking about the next step, perhaps eyeing a bigger role in a larger organization. This covers more than career progression though, and is centered on rethinking what the CIO position can be. They’re breaking out of traditional boundaries, blending technology expertise with strategic vision.
On the other side, there’s legacy. These CIOs shouldn’t be content keeping the lights on. They must aim for something lasting. Whether through strategic acquisitions, transformational investments, or culture-shifting programs, they’re making moves that will impact the company long after they’re gone.
