Automation, Sustainability, and the Business of AI

David Baum: What does effective automation look like today? What about in the future?

Joe Morris: The first measure of success is end-user satisfaction. If employees embrace automation and see it as a way to remove tedious, manual tasks, that’s a sign of success. Automation shouldn’t be something IT forces onto the business—it should be something employees help define, ensuring that solutions align with real process gaps.

The second measure is efficiency. Time savings are an obvious benefit, but efficiency also comes from reducing frustration and allowing employees to focus on higher-value work. If automation frees up time for employees to contribute more strategically, then it’s working.

Looking ahead, automation will become more personalized and proactive. Instead of reacting to inefficiencies, AI and automation will anticipate needs and suggest optimizations before users even recognize the issue.

David Baum: Some employees fear that AI and automation will replace their jobs. How do you address those concerns?

Joe Morris: The goal isn’t to replace people; it’s to empower them. I encourage employees to think about how they can be part of the automation journey. Instead of manually entering data, for example, they should be analyzing the insights automation provides.

I always say, let’s be “lookers, not bookers”—meaning we should focus on interpreting data rather than spending time inputting it. When employees take an active role in developing automation solutions, they see firsthand how it makes their jobs easier rather than threatening their roles.

David Baum: How can IT leaders gain greater influence in business decisions?

Joe Morris: First, by earning trust. IT can’t just be order-takers. We need to be partners who solve business problems, not just deliver technology. That starts by understanding the business itself—not just the systems that support it.

One way we’ve built trust is by showing a clear return on investment (ROI) for IT initiatives. Every transformation effort should deliver tangible business value. When we demonstrate that IT isn’t just a cost center but a driver of efficiency, productivity, and competitive advantage, the business listens.

David Baum: What about IT teams themselves? How do you encourage them to speak in terms of business value rather than technical details?

Joe Morris: One approach that works well is asking our most technical teams—network engineers, infrastructure specialists, data center teams—to build business cases around their initiatives.

Instead of saying, “We need to modernize our infrastructure because it’s outdated,” they should present it in terms of business impact: “Upgrading this infrastructure will reduce downtime, improve system performance, and lower operational costs.”

Recently, one of our infrastructure teams presented a project in exactly this way. They framed it in terms of required resources, expected efficiency gains, and cost savings. It was a perfect example of IT professionals thinking like business leaders.

David Baum: Shifting gears—how can technology vendors move beyond simply selling products to providing real business value?

Joe Morris: Vendors need to understand their customers' challenges beyond just the technology stack. A true partnership isn’t just about selling software or hardware—it’s about working collaboratively to solve business problems.

The best vendors act as strategic advisors. They invest in long-term success rather than just short-term transactions. That’s the difference between being a vendor and being a partner.

David Baum: You’ve said that building trust in AI starts with getting the data right. What does a strong data foundation look like?

Joe Morris: A strong data foundation starts with governance—having clear ownership and accountability between IT and business teams. Governance defines the vision, strategy, and policies for data management.

Beyond governance, data needs to be reliable and accessible. AI is only as good as the data it learns from, and if data quality is poor, AI insights won’t be trustworthy.

One challenge with AI is hallucinations—when AI generates incorrect or misleading results. That’s why AI should be introduced incrementally. We started with small-scale AI deployments, like an employee chatbot, before scaling up. That approach allowed us to refine data quality and governance before fully committing to AI-driven processes.

David Baum: Data volume is exploding. What makes for a good data retention strategy?

Joe Morris: Compliance is the first driver—how long do we legally need to retain data? But beyond that, we need to balance cost, accessibility, and business needs.

Some companies regret purging historical data now that AI and analytics require long-term datasets for training. At the same time, storage is expensive. A well-designed data retention strategy accounts for both regulatory requirements and long-term value.

David Baum: Lastly, let’s talk about sustainability. What role can CIOs play in driving energy efficiency?

Joe Morris: IT modernization plays a huge role in sustainability. Upgrading infrastructure reduces energy consumption, and we can also push colocation providers to prioritize green initiatives.

Beyond that, IT can influence vendors and partners to adopt more sustainable practices. As CIOs, we’re in a position to advocate for decisions that leave the world better for future generations.

David Baum: That’s a great note to end on. Thanks for sharing your insights, Joe.

Joe Morris: Always a pleasure. Let’s keep the conversation going.