Conclusion: CIOs and technology leaders will often have relationships with many suppliers and vendors. This can be transactional in nature and limited to an exchange of goods or services for payment. A strategic partnership is a longer and deeper relationship and has many of the same characteristics of a good marriage and many benefits. However, organisations often focus on having a good process and underestimate the real imperative of good relationships which is harder to achieve but is the clear differentiation between a transactional relationship and a strategic partnership.

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Sue Johnston

About The Advisor

Sue Johnston

Sue Johnston was an IBRS advisor between 2012 - 2021 who focused on strategy and governance of private and public enterprise ICT. She is an accomplished and innovative strategist with more than 25 years’ IT and business experience across the public and private sectors. Sue has held a number of senior executive positions with IT vendors and major management consulting companies and provides coaching to IT teams looking to change the conversation with their customers, their executive and each other. As a CIO, she has led the ICT function through significant transformation for organisations such as Department of the Premier and Cabinet, Auscript Australasia and TriCare Limited. Sue has also run a successful software development company and transitioned the company through an acquisition process. Sue chaired Innovation Committee in State Government which was responsible for generating, developing and funding innovative ideas and improving the skills and capabilities of public sector staff in pitching ideas and successfully executing innovation projects.