UK & Ireland CIO Inner Circle

If you’re a CIO, your personal brand may be your strongest asset, or greatest liability. CIOs who don’t proactively manage their personal brand will be defined by others and may not like the result! CIOs should update their brand in anticipation of transitions, such as a promotion, new business strategy or new CEO, to reflect their professional passion and maximize their relevance.

Join this session and start developing a compelling and realistic desired brand with a practical action plan for personal development.

Specifically, you will understand how to:

• Actively manage your personal brand to influence how receptive peers are to your ideas and build credibility across the organisation.
• Drive trust in your organisations stakeholders through expectation management and shaping perceptions.
• Be consistent in your communications and behaviours across different situations and times.

Business leaders have high expectations about AI and other emerging technologies that CIOs must manage. As such, CIOs must have robust strategies in place to not only manage these technologies, but also communicate their benefits and risks. Executives across the organisation all have their own thoughts and priorities around what the technology should be used for, but as a CIO, how do you keep control of this narrative and ensure effective deployment to drive digital business success?

As C-level and board expectations continue to rise around emerging technologies, coupled with minimal IT increased budgets and resources, what are the key levers CIOs are using to grow partnerships, better align with the business on these powerful technologies, and mitigate risks?

Join your peers to discuss how CIOs and their messaging are truly resonating with stakeholders on these emerging technologies.

Managing Ongoing AI Expectations with Business Stakeholders

• What’s the current direction your organisation is taking on Generative AI? Are other departments in line with IT’s direction or are they taking another route?

• How are you communicating the benefits and risks to the board as the technology continues to iterate? What are the most effective use cases to share?

• As a CIO, how are you ensuring responsible AI adoption and journey planning outside of IT? Do you have a governance plan in place or are you governing as you go?

Setting Your AI Goals Effectively 

• How are you cutting through AI complexities to define your long-term AI goals for the organisation? Who is involved in setting this north star?

• What measures are you putting in place to secure data sets and mitigate the risk of sophisticated attacks that exploit these technologies?

• What will the overall implication on the workforce be with your strategy? Do you see AI as an enhancement or a replacement for the workforce?