continue this approach risk hampering their workforce, slowing productivity and falling behind savvier competitors that are using emerging chatbots, automation services and analytics tools. As Compoze Labs partner and data lead Jeff Rogers pointed out, banning shadow IT is especially dangerous for CIOs who are fighting for influence in the C-suite, and whose jobs are under the microscope from other executives and line of business (LOB) leaders. Instead, Rogers advocates IT leaders “be a cheerleader for the organization, as opposed to the mean coach telling users they have to use certain tools. “What happens now is that people do shadow IT, and they’re also viewing the IT department as useless,” explained Rogers. “I would much rather have them be doing shadow IT that I am embracing, by partnering with LOBs and enabling them to do their jobs. This helps the organization, even if it means giving up direct responsibility or management aspects.” As it turns out, this trend is catching on – particularly around AI. In Foundry’s latest “State of the CIO” report, 68 percent of North American CIOs said they are working more closely with LOBs on AI applications, while 61 percent said they agree that LOB is pushing the adoption of AI-enabled products and solutions. Establishing collaborative partnerships with LOBs empowers IT and technology advisors to assume more strategic roles by guiding technology adoption, ensuring compliance with emerging regulations such as the EU’s new AI Act and driving crossfunctional collaboration. “From my perspective, the strategic advisory aspect of the business is really where this is going to become valuable,” Rogers continued. “Advisors can use it to help build bridges so that they become more helpful to the organization. The side benefit is that you connect with the actual decision makers and the people that have the money, which is the LOBs. Now you are a connection to them and can maybe provide managed services. And from an advisory perspective, you will become much more embedded in the organization as a trusted, strategic partner.” Preparing for Change It’s important to tread carefully when suggesting IT leaders alter their approach to shadow IT – keeping in mind that departments with established Why are you unable to address shadow IT? Q3 2024 Q1 2025 Our business moves too fast to keep up with current needs 31% 39% Lack of visibility into all apps employee use 32% 38% We have other more important priorities 36% 35% Lack of partnership and communication with our business partners 29% 29% No SaaS/asset management solution in place 24% 28% Source: JumpCloud 16 CHANNELVISION | JANUARY - FEBRUARY 2025 Managing The Risks of Shadow IT Source: Wallarm
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