Capacidade de julgamento é competência do século para CIO contemporâneo
Se existe uma única competência que resume o que o mercado brasileiro de tecnologia está cobrando de seus líderes hoje, ela não tem nada a ver com domínio de tecnologia.
Se existe uma única competência que resume o que o mercado brasileiro de tecnologia está cobrando de seus líderes hoje, ela não tem nada a ver com domínio de tecnologia.
Em contexto
- Tema: Estrategia y Gobierno de TI — Decisiones de portafolio, costo total, gobierno y marcos de referencia.
- Fonte: IT Forum
- Publicado: 15/09/2026
Continuar lendo na fonte original →
Trecho publicado automaticamente pelo radar do site. O texto completo pertence ao veículo e está vinculado acima.
Why it matters
There is a wide gap between a company that has technology projects and one that has a technology strategy. The first accumulates initiatives; the second decides what it will not do. Moves like this are usually the moment somebody at the top finally wrote down the list of what gets left out.
I read it looking for coordination cost. Every technology decision splits work across areas that do not report to each other, and that is where the return leaks out. If nobody defined who resolves it when two areas disagree, the project already has its grounding date set.
What usually goes wrong
The classic mistake is confusing the plan with the execution. A three-year roadmap gets approved in a two-hour committee and nobody revisits it until there is a problem. Plans that work get reviewed every quarter and corrected without drama; the ones that do not get defended instead.
What to watch
- The real calendar of contracts and renewals: that is where you see whether the move was strategic or was an expiry date.
- What gets switched off to fund the new thing; if nothing does, the budget will hurt in six months.
- How the relationship with current vendors is left, which is usually where the dependency nobody measured is sitting.
How I read this entry
The way I would bring this down to earth is in three moves: name an owner with their own budget, define two metrics reviewed in committee every month, and set a date on which somebody decides to continue or stop. It is unglamorous, and it is what separates programmes that land from programmes that get discussed.
The original story is published in another language; the excerpt is quoted as the publisher delivers it and the commentary is written in English.
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
