What is the most common misalignment your role has with executive management?

Based on my holistic experience, I would say the misalignment is priorities. Currently,  I would say my role is kind of particular. In a good spot where I work alongside the IT leadership and executive team to kind of help set priority and also really have the voice of my customer heard—my customer being these individual groups within IT and the business leads. So trying to understand what is possible, based on what is possible, how do we bring this open innovation concept forward?   I think overall the goals for the company are much wider vs individual practices. You might be undergoing an ERP upgrade or some sort of other keep-the-lights-on platform architectural type project that doesn't necessarily correlate to my role as a digital transformation specialist that is tasked with coming up with new novel ideas (like how do we do predictive maintenance and predictive analytics within the warehouse). That sort of spend in that sort of ideation doesn't always coincide with a big company transformation or a merger and acquisition that came up that is taking resources. So I would say the friction sometimes would come between just opposing goals, strategy and budgets that individual leaders would have.

Anonymous Author
Based on my holistic experience, I would say the misalignment is priorities. Currently,  I would say my role is kind of particular. In a good spot where I work alongside the IT leadership and executive team to kind of help set priority and also really have the voice of my customer heard—my customer being these individual groups within IT and the business leads. So trying to understand what is possible, based on what is possible, how do we bring this open innovation concept forward?   I think overall the goals for the company are much wider vs individual practices. You might be undergoing an ERP upgrade or some sort of other keep-the-lights-on platform architectural type project that doesn't necessarily correlate to my role as a digital transformation specialist that is tasked with coming up with new novel ideas (like how do we do predictive maintenance and predictive analytics within the warehouse). That sort of spend in that sort of ideation doesn't always coincide with a big company transformation or a merger and acquisition that came up that is taking resources. So I would say the friction sometimes would come between just opposing goals, strategy and budgets that individual leaders would have.
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Anonymous Author
My boss is the CEO and he's a jerk. That's the primary misalignment.
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