Executive briefings, governance frameworks, and strategic perspectives from the Berkshire Advisory practice.
June 2026
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The role of the CIO has shifted from infrastructure steward to strategic growth driver. Organizations that haven't updated their technology strategy to reflect this shift are leaving value on the table — and exposing themselves to risk they may not see coming.
Most boards treat cybersecurity as a compliance checkbox. The organizations that get it right treat it as a governance discipline — with the same rigor applied to financial controls. Here's what that looks like in practice.
The fractional CIO model has gained significant traction — but it's not the right solution for every organization. Understanding the conditions under which it creates value, and the conditions under which it fails, is essential before making the decision.
After decades of leading large-scale ERP implementations across global organizations, the pattern is consistent: failed transformations are almost never a technology problem. They are a leadership and governance problem. Here's what that means for your next program.
Boards are being asked to govern AI risk before they have the fluency to ask the right questions. This briefing provides a practical starting framework — not a technical deep-dive, but a governance lens that any board can apply today.
The decisions a new CIO makes in the first 90 days set the trajectory for the entire tenure. Most incoming technology leaders spend that window learning the landscape. The best ones spend it establishing credibility, building relationships, and making one or two visible early wins.
Engagements begin with a confidential executive briefing. We work with a select number of organizations each year.
