In 2023, the UK’s NHS launched the Federated Data Platform, one of Europe’s most ambitious data projects. On paper, the initiative was flawless. It aimed to connect disparate patient data to improve planning, reduce waiting lists, and make more informed decisions.
But the project encountered considerable resistance from both physicians and patient organizations from the start. Authorities spoke of efficiency and better use of resources, yet physician and patient associations heard concerns about surveillance and loss of control. This lack of shared understanding created a divide that’s hampered the entire project.
Although this case belongs to the healthcare sector, a CIO from any other can recognize the situation of a solid initiative that, despite its logic, experiences more friction than expected.
The illusion of speaking the same language
CIOs understand they must speak the language of the business. Many have made the journey of learning how to express themselves in the language of other departments and reduce their jargon. But there are still decisions that take time, create roadblocks, or slowly progress with difficulty. Everyone is supposed to speak the same language, but in reality, the conversation doesn’t flow.
The reason is simpler than it seems. Just because several people use the same words doesn’t mean they’re saying the same thing. Terms like value, urgency, or risk are only universal in appearance. For finance, value might be margin, in commerce it means growth, and for operations, continuity.
However you look at it, such unchecked communication carries the illusion of alignment as well as the risks that come with it.
Underneath the words: the human operating system
Why is there such a disparity in meaning? It’s not a question of vocabulary or precision. Words are only the visible part, but what determines meaning is the reality ascribed to them and how each person receives them. Each area and person operates with an individual framework made up of values, beliefs, and perceptions. Therefore, each stakeholder will filter any communication or proposal through it. So it’s at this level that concerns and priorities are identified, and where not only initiatives are decided, but where the CIO’s role is perceived as either an ally who understands many perspectives, or is someone who speaks from the outside.
Listening: the underutilized tool
In the case of the NHS, the president of the British Medical Association, the main body representing doctors and healthcare professionals in the UK, wrote to the British government stating that neither the public nor the profession have been adequately consulted. This created a trust vacuum that still persists.
At this point, a crucial skill emerges for an initiative to be accepted: the ability to listen. In organizations, speaking can be a form of competition. People speak to reinforce a position, defend a narrative, or secure a place on the agenda. However, few compete to listen, and true influence usually belongs to those who know how.
Listening goes beyond mere courtesy as it’s about understanding context. With listening comes being able to grasp another perspective that might be contentious, or another interpretation of success, or what compromises are willing to be made. Without that understanding, any attempt to speak the language of business relies on assumptions.
And by virtue of listening comes the skillset of being able to better ask informed questions and pursue value-driven practices. Three examples include:
Clarifying keywords
Identify the words that most easily generate different understanding. From there, questions can be posed that force their meaning to be made explicit. It’s about directly asking what a specific word means to the other person or department. These questions reveal what’s important to other areas and prevent the CIO from making assumptions.
Defining what’s meant by success
Aim to agree on what constitutes a good outcome. What KPIs define the success of an initiative? What timeframe should it be measured by? What compromises would be acceptable and which wouldn’t? By making these limits explicit, the CIO establishes a common framework and prevents each party from interpreting success based on their own expectations.
Verifying shared understanding before closing
Use the end of each meeting to check how the message has been received. Ask someone to summarize in their own words what they believe to be the project’s purpose, what benefits they expect, and what risks they foresee. This check allows you to identify interpretations that haven’t been verbalized and to act accordingly.
In reality, these questions are just examples of a broader journey of exploring how words actually land.
From translator to trusted connector
For years, the need for the CIO to act as a translator between technology and business has been essential. This made sense while the challenge was to move beyond purely technical language. Today, it’s about aligning realities, not just words.
The CIO’s true influence won’t depend on simply expanding vocabulary, but rather on their ability to understand and operate within different cultural frameworks. When the business perceives that the CIO understands its pressures, metrics, and fears, it begins to see them as someone on the same team. From this position, alliances are born.
As this shared understanding develops, new questions arise about what the CIO’s narrative should be, and what they should say about technology, the business, and their own role in strengthening partnerships.