Robledo Castro assume a liderança de tecnologia do Grupo Ri Happy como novo CIO e CTO da rede varejista. O executivo publicou o anúncio em seu perfil no LinkedIn nesta quarta-feira (16).
Robledo Castro assume a liderança de tecnologia do Grupo Ri Happy como novo CIO e CTO da rede varejista. O executivo publicou o anúncio em seu perfil no LinkedIn nesta quarta-feira (16).
Em contexto
- Tema: Estrategia y Gobierno de TI — Decisiones de portafolio, costo total, gobierno y marcos de referencia.
- Fonte: IT Forum
- Publicado: 16/09/2026
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
IT governance rarely fails for lack of technology. It fails for lack of clarity about who decides what. A story like this one is usually the visible symptom of an operating model that no longer fits the size of the organisation, and those models get changed before the pressure arrives, not after.
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
What usually goes wrong is the part never discussed with the areas that will carry the work. It gets decided at the top, communicated downward, and the resistance shows up not as opposition but as slowness. Nobody says no; everything simply takes twice as long and nobody can explain why.
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.
Comments
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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.
