Author name: CIO

Software Bill of Materials for AI – Minimum Elements

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The Cybersecurity and Infrastructure Security Agency (CISA) outlines the minimum elements for a Software Bill of Materials (SBOM) specific to AI systems to enhance transparency and security. These elements include detailed information about the components, versions, and relationships within AI software to help identify vulnerabilities and manage risks effectively. This approach aims to improve trust and security in AI technologies by providing comprehensive visibility into their software components.

https://www.cisa.gov/resources-tools/resources/software-bill-materials-ai-minimum-elements

Risk Management Is Key in This Unpredictable Environment

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Marco Saalfrank, head of merchant trading at Axpo, emphasizes the critical importance of risk management amid the current volatile energy markets shaped by geopolitical crises and global events. Axpo leverages its diversified presence across commodities and geographies to provide tailored risk management solutions, helping clients navigate uncertainty through customized hedging and flexible energy sourcing, while actively engaging in the energy transition through investments in renewables, low-carbon fuels, and innovative technologies.

https://www.risk.net/awards/7963498/risk-management-is-key-in-this-unpredictable-environment

Shadow AI Now Needs a Bill of Materials

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Enterprises are adopting AI Bills of Materials (AI-BOMs) to manage the complexity of Shadow AI, including tracking AI models, datasets, prompts, agents, identities, and cloud infrastructure, beyond traditional software components. Companies like Cisco, Wiz, and Palo Alto Networks are developing tools to create detailed, machine-readable inventories of AI assets to improve security, governance, model provenance, and compliance with emerging regulations such as the EU AI Act.

https://techinformed.com/shadow-ai-now-needs-a-bill-of-materials/

Your Operating Model Is the Real Legacy System

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The article argues that in many organizations, operational inefficiencies stem not from outdated technology but from legacy operating models that hinder decision-making and coordination. Even with modernized tech stacks, fragmented authority, risk assessments, and funding structures slow down progress, causing modernization efforts to underdeliver because the organizational decision systems remain misaligned with current business needs.

https://www.cio.com/article/4168935/your-operating-model-is-the-real-legacy-system.html

CIOs Are Now Orchestrators of AI Business Value

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CIOs are evolving from traditional technology managers to orchestrators of AI-driven business value, connecting platforms and ecosystems to translate insights into actionable outcomes. Leaders from Marriott and Jabil highlight how AI is expanding CIO roles to include scaling AI initiatives enterprise-wide to increase revenue, reduce costs, and improve customer experience, marking a strategic shift in how technology drives business transformation.

https://www.ciodive.com/news/cio-orchestrators-ai-business-value/819646/

What CIOs Actually Expect From Technology Leaders But Rarely Say

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CIOs increasingly expect technology leaders to transcend traditional engineering roles by connecting technical decisions directly to business outcomes, emphasizing strategic fluency over mere technical depth. They value leaders who make value and risk visible through measurable metrics, ensure operational stability under change, embed governance into delivery processes—especially around AI—and systematically build organizational capabilities rather than relying on individual expertise. This shift reflects a broader mandate where technology leadership is inherently strategic, accountable, and focused on delivering predictable, auditable business impact.

https://hackernoon.com/what-cios-actually-expect-from-technology-leaders-but-rarely-say

The Breakup: Why CISOs Are Decoupling Data From Their SIEMs

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CISOs are increasingly decoupling security log data from their SIEMs by implementing separate data lakes and pipelines, often using cloud storage, to gain greater control over data schema, retention, and analytics while reducing costs and vendor lock-in. Although this approach offers flexibility and improved data management, it also requires significant investment in designing, building, and operating secure and scalable infrastructure without disrupting existing security processes.

https://www.techtarget.com/searchsecurity/tip/The-breakup-Why-CISOs-are-decoupling-data-from-their-SIEMs

The Ultimate Guide to Managing Third-Party Risk

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Third-party risk management (TPRM) is the process of identifying, assessing, and mitigating risks associated with external third parties. TPRM programs are driven by regulatory requirements, cybersecurity risk, competitive advantages, and internal efficiency. The TPRM lifecycle includes sourcing and selection, intake and onboarding, inherent risk scoring, internal controls assessment, external risk monitoring, SLA and performance management, and offboarding and termination.

https://www.jdsupra.com/legalnews/the-ultimate-guide-to-managing-third-5033967/

How to Create an Effective Business Continuity Plan

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A business continuity plan (BCP) is a strategic guide that helps organizations maintain or quickly resume operations during disruptions such as natural disasters, cyberattacks, or supply chain failures. It involves assessing critical business processes, setting recovery objectives, detailing roles and procedures, and regularly testing and updating the plan to address evolving risks, including those from AI and third-party dependencies. Effective BCPs, supported by senior management and enhanced by modern tools like AI, are vital for minimizing downtime and ensuring organizational resilience in an increasingly complex operating environment.

https://www.cio.com/article/4166194/how-to-create-an-effective-business-continuity-plan-3.html

The CIO Succession Gap Nobody Admits

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The article highlights a significant issue in CIO succession planning, revealing that many CIOs become unable to leave their roles because their top technical deputies lack the leadership skills and boardroom experience required to succeed them. This “architect trap” results in a weak leadership bench that appears deep technically but fails to gain board approval, which can delay CIO career moves and stall organizational transformations. The author recommends deliberate succession planning early on by assigning deputies real decision-making authority, exposing them to challenging executive interactions, and introducing them to the board to build credible future CIO candidates.

https://www.cio.com/article/4168461/the-cio-succession-gap-nobody-admits.html

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