Any CIO who has worked in an environment where there are two conversations—the business conversation and then the IT conversation—knows their company is missing out on realizing the true potential of IT. At Intuit, CIO Atticus Tysen uses shared metrics, alignment triangles, and consistent messaging to ensure that IT is the business at the $4.7 billion software company.
How have you turned IT from a culture of order takers to order shapers?
When I first joined IT, I wanted the organization to be order shapers, so I directed my team to have a point of view on the business and to get in there with our business owners and express that point of view. That approach did not work initially.