From Support to Strategy: How CIOs and Business Leaders Build True Alignment
Panel insights from Tele2/Altel, MBANK, Kolesa.kz, and Kazzinc
How do CIOs earn a real seat at the strategy table? What does it take to bridge the gap between IT and business expectations? In a Global CIO panel moderated by Evgeny Pitolin, technology leaders from four major companies shared candid lessons on alignment, resistance to change, and growing internal talent.
This overview covers four key areas: redefining the CIO role beyond support, designing for resistance rather than fighting it, how crisis reveals culture, and building talent pipelines from within.
1. Redefining the CIO: From Cost to Value
CIOs are still too often seen as support functions. Panelists agreed: the shift begins when IT leaders frame their work in business outcomes, not just systems.
“The first question I got from our new board was: ‘Are you support—or do you generate revenue?’”
— Stanislav Streltsov, Chief Data and Analytics Officer, Tele2/Altel
The question came during a major ownership transition at Tele2/Altel. Streltsov noted that shareholder strategy dictates the CIO's role–and that alignment must be negotiated upfront. "If you generate value they don't care about, they'll either ask you to pivot–or pivot you. One way is voluntary."
Stanislav Mukovoz (MBANK) highlighted the importance of setting financial expectations upfront–with clear ties to results. Ilya Stekolnikov (Kolesa.kz), now a COO, reflected on his own shift in perspective:
“Now that I’m on the business side, I realize how often IT assumes what decision-makers think. And they’re usually wrong. Just ask.
Stekolnikov's advice to his younger self: be bolder. "I held back so many times thinking 'they won't go for it'–when that objection never crossed their minds. Don't create imaginary barriers. Just ask."
The message was consistent: alignment isn’t about agreeing on a roadmap–it’s about agreeing on what value looks like, and how to measure it.
2. Resistance Is Inevitable – Plan for It
Change is never easy–but resistance can be anticipated and even designed for. Instead of treating objections as obstacles, the panelists emphasized building around them.
“If you're constantly battling resistance, either you're in the wrong place–or you're pushing the wrong way.” – Stanislav Streltsov, Tele2/Altel
Several speakers shared practical tactics. One approach: gather concerns before formal reviews and incorporate them into your pitch. Another: map out your stakeholder matrix.
“You double down on allies, win over the neutrals – and the hard opponents at least start thinking.” – Maxim Gaifullin, Kazzinc
In high-stakes environments, fear often outweighs logic–especially when automation is involved. That’s where communication becomes a strategic tool, not just a soft skill.
Panelists emphasized that even one stakeholder signaling doubt can snowball into full rejection–making it critical to pre-wire conversations and address concerns before formal reviews.
3. Crisis Reveals Culture
Crises don’t invent leaders–but they reveal them. From market shocks to sudden restructuring, panelists shared how transparency, trust, and quick judgment helped them navigate high-stress moments.
At Tele2/Altel, a full-year freeze on hiring and CapEx didn’t fracture the team–thanks to a principle of radical transparency.
“We told our people everything. As a result, attrition was just 3–4%–and cohesion got stronger.” – Stanislav Streltsov, Tele2/Altel
Ilya Stekolnikov emphasized the same principle: as long as there's honesty about the reasons, people can endure significant hardship.
Maxim Gaifullin broke down three types of crisis responses:
- Market turbulence: model scenarios, protect strategic spend;
- Team disruption: rotation plans and shared ownership;
- Trust breakdowns: identify internal champions and rebuild from there.
Stanislav Mukovoz added a counterintuitive insight–that pressure can be productive:
"Some of our best product ideas came when the pressure was highest."
4. Grow, Don’t Chase: Inside Talent Wins
In a competitive hiring market, especially for experienced engineers, all panelists agreed: don’t chase – build. The most resilient teams are grown in-house.
At Kazzinc, Maxim Gaifullin described a long-term approach that starts early:
“We begin working with students in their second year. They train with us, graduate into jobs, and often come from family legacies–so the loyalty is built-in.”
The approach addresses a critical challenge: recruiting to remote industrial sites. Kazzinc operates joint university programs with binding 3-5 year work commitments. "We're not in the center of the universe," Gaifullin noted. "Standard recruiting doesn't work. Family legacy creates loyalty you can't buy with salary alone."
Ilya Stekolnikov (Kolesa.kz) emphasized self-sufficiency:
- Junior academies with paid internships;
- Transparent growth tracks tied to compensation;
- Senior staff as mentors and technical coaches.
“We rarely hire mid-levels or seniors from the market. We grow our own – that’s how you get loyalty and cultural fit.”
Stanislav Mukovoz shared how leadership trials double as a filter:
“When someone says they’re ready to lead – I go on vacation and make them acting head. If they survive, we talk.”
Conclusion: Alignment Is an Operating Discipline
Throughout the discussion, one idea kept surfacing: alignment isn't about communication style–it’s about operational habits.
The CIOs who succeed don’t just “translate tech into business.” They pre-wire decisions with stakeholders, speak in financial terms, and define outcomes upfront. They build trust in crisis, invest in teams long before hiring becomes urgent, and treat change as an ongoing negotiation–not a one-off sales pitch.
For IT leaders aiming to move beyond the support function, the path forward is clear:
- Speak the language of outcomes–risk, cost, uptime, revenue;
- Build alliances before asking for approvals;
- Invest in talent early;
- Treat leadership as shared accountability, not technical expertise.