But, he adds, "You have got to get past the discussion and actually make it happen; demonstrating capability is really key."
He asks, "Is there a process or platform that is crying to be transformed, or reinvented?"
He suggests doing a pilot project on this, and then demonstrate or talk about its value to key executive peers.
Salmen takes a leaf from advice he read somewhere to "find a user and make him or her happy".
"It could be a single user or a group of users, it could be an entire company.
"Have a conversation with the board or CEO and say, 'This is the sort of stuff we need to be doing more often. I can lead that transformation or I can make that happen.'"
Mark Baker, principal of MIH Consulting, also shares his experience on how best to engage with different business units.
"You have to start with the proposition that the people you work with don't care," says Baker who has held CIO and COO roles in major New Zealand enterprises.
"You engage with people by telling them a story that is relevant to their role." .
Baker recalls the time he was working at a supermarket chain. He says one of the biggest turn offs for customers is the waiting time at the checkout lane.
So he talked to the operators about how many people per hour they are putting through the checkout, the scan rate per checkout operator, and how many checkout lanes are open. A checkout lane needs to have trained and capable operators as well as having all the associated technology like Eftpos or thescanner/scales working.
"We stopped talking about whether Eftpos or the scales were working or not and focused on what was needed to ensure the checkout lane was open or available to be open when needed. If it is not open, why not? And then [we] fix that."
Baker says other than providing an application or tool, ICT cannot help specifically with the staff roster. "What it can do, though, is ensure that the relevant input data (like number of customers per hour) to enable effective rostering is possible."
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