A CIO's company keeps cycling through digital transformation program managers. The speaker argues they're hiring for technical skills when they need leadership, then asks viewers how to balance growing talent internally versus bringing in outside expertise.
Imagine a company is now on its fourth digital transformation program manager in just 12 months. Each replacement turns out to be a loyal, long serving employee who lacks the program management skills to deliver results. The CIO with a technical background keeps prioritizing tech expertise over leadership, putting a major transformation in jeopardy. Now the CFO and the CEO, they're losing patience, morale is slipping, deadlines are being missed, and even the Chairman's trust is kind of fading. What would you advise the CIO to do? How would you balance developing internal talent with bringing in external expertise? Let me know your thoughts in the comments below.
