Beltug strategy-tech event brings CIOs and CEOs to the table

The CEO-CIO strategy-tech roundtable gave each leader an opportunity to discuss their standpoints in a high-level dialogue, and explore how to strengthen the strategy-tech partnership to drive success and achieve shared goals.

The discussions around IT and business strategy, cloud adoption, cyber security, data governance and quality, AI and innovation, and priorities and compliance offer valuable insight for the broader Beltug community, as well.

Alignment between IT and business strategy

While IT is increasingly recognised as a driving force rather than just a cost centre, achieving true alignment requires continuous effort. Effective communication plays a vital role: CIOs must translate technical language into business terms while ensuring IT remains a central agenda item for leadership teams.

Governance also emerged as a crucial factor: many agreed, ‘governance eats strategy for breakfast’. Boards should be carefully composed to include members with different competencies. In parallel, technical debt should be communicated clearly to the Board; in other words, the ultimate cost of choosing the quicker, easier solution to a problem rather than a more sustainable approach that takes more effort upfront.

Cloud adoption

Cloud offers excellent flexibility for scaling operations, but its cost-effectiveness remains up for debate, especially when critical data often remains on-premise due to security concerns. Careful management of cloud services will help with cost control, but vendor lock-in and geopolitical issues remain additional concerns that must be considered.

Cyber security

Always a top concern, cyber security is also increasingly a discussion point at the Board-level. The need to comply with regulatory requirements such as NIS2 is a key concern, and organisations need to take a proactive approach to cyber security with clear risk communication and regular updates. The role of the Chief Information Security Officer (CISO) is evolving in parallel.

Data governance and quality

With data governance and quality critical for building a data-driven organisation, discussions zoomed in on:

• Standardisation and data management practices that ensure data integrity and usability
• Implementing proper access management to protect sensitive data and maintain confidentiality
• Breaking silos to fully leverage data as a strategic asset

The role of the Chief Data Officer (CDO) was also debated. CDOs and CIOs often collaborate closely, and their responsibilities may sometimes overlap. There were differing perspectives on this dynamic, with some participants saying they don’t see the need for two distinct roles here.

Artificial intelligence and innovation

Organisations need to invest in innovation and experimentation to stay ahead. While AI is still quite experimental, it does offer clear potential. But investment in innovation and workforce reskilling is necessary to achieve that potential. This can only happen with clear communication about the benefits and risks of AI.

Strategic priorities and compliance

This is a balancing act for leadership teams, and one that uses up a lot of organisational resources. A shared and regularly reviewed joint roadmap for IT and business can help to align priorities. Managing and standardising projects can be significantly improved with an active Project Management Office (PMO). However, national variations of regulations such as the NIS2 make true standardisation difficult.