Strategy, Risk, and Communication: The CIDO’s Core Priorities

By Dana Deasy, Adjunct Faculty, Heinz College of Information Systems and Public Policy

After forty years in technology leadership roles, including my current position as CIDO and senior VP of Information Digital Technology & Security at Boeing, one thing has become clear: there’s no shortage of responsibilities for a senior technology executive. But if I had to distill it down to the three management activities that matter most for a CIDO’s success, they would be strategy and brand management, risk management, and board communication.

1. Strategy & Brand Management

A strong strategy provides direction not just for your IT organization but for the entire company. When done well, it becomes part of the culture–employees know it, senior leaders repeat it, and it shapes decisions at every level.

When it’s absent, the signs are obvious. Teams feel disconnected, uncertain about where they’re heading. Senior management loses confidence that you have a plan. Without a clear strategy, you’re not steering the ship–you’re drifting.

A CIDO’s first priority is to define a strategy that resonates across the organization, one that people believe in and can rally behind.

2. Risk Management

Every technology leader must be a risk manager. The starting point is simple: know which parts of your infrastructure, applications, or operations pose the greatest threat to the business if they were to fail.

I encourage leaders to map risks on a grid–one axis for impact, the other for likelihood. It’s not enough to understand this information yourself; you must also communicate it effectively to senior executives. If you can describe risk in clear business terms, you’ll earn credibility and prepare your organization to act when it matters most.

Risk management isn’t just about minimizing damage. It’s about building resilience into your strategy.

3. Communication with the Board

Finally, success depends on how you communicate with your board and senior leaders. Complex technical problems won’t resonate unless you translate them into stories that are simple, clear, and actionable.

I often call this storyboarding–crafting the message in a way that makes sense for your audience. Whether you’re discussing strategy, explaining risks, or asking for resources, your ability to convey information succinctly can make the difference between hesitation and decisive support.

If you can’t communicate effectively, even the best strategies and risk plans won’t gain traction.

Bringing It Together

These three priorities are tightly connected. Without a strategy, you don’t know which risks to focus on. Without understanding risk, your strategy is incomplete. And without the ability to communicate both, your board and leadership team won’t be energized to follow your lead.

For a CIDO, mastering these areas isn’t optional. It’s what separates leaders who manage technology from those who truly transform their organizations.