This knowledge of a person doesn't need to come from a CIO's personal interaction with business people alone. In Navanale's case he uses the knowledge of his direct reports who are assigned to various functions throughout various geographies to get a better picture of people he would have to deal with.
"You have to get to know the pulse of the concerned people," says Navanale, to be able to effectively influence them. "You have to tune your antenna to their different characteristics."
Another method Navanale used to influence management is to get the key business sponsor to talk about the benefits of implementing a solution he thought of. For instance, when he was trying to get approval to rollout SAP to Australia in the previous year, he took a senior stakeholder to the capital expenditure committee meeting and had her present the case rather than do it himself. Having a business person promote an idea, he says, lends more credibility to a project and got Navanale's project cleared.
Navanale reiterates the need to get proper business sponsorship, as without it CIOs should not bother going about promoting it, a view which Chaturvedi also echoes.
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