Spotlight on Michelle Mangiapane

Michelle Mangiapane is CIO of the Palm Group, where she is responsible for the IT strategy, digital transformation, cybersecurity, and the ongoing development of the group-wide IT organization across more than 30 locations in Europe. In addition to her corporate role, she is an author, lecturer, certified coach, and lead auditor for information security. She is passionate about leadership, transformation, identity, and helping people and organizations navigate meaningful change.

A fun fact about her: she loves sailing and believes that many of the most important leadership lessons can be learned at sea.

Learn more about the DACH CIO community here.
 

Give us a brief overview of the path that led to your current role.

My career began in IT more than 25 years ago and has taken me through consulting, technology management, organizational transformation, and senior leadership roles. Over time, my focus shifted from managing technology to shaping the conditions in which technology, people, and business can succeed together. Today, as CIO of the Palm Group, I lead a European IT organization and am responsible for aligning IT strategy, cybersecurity, digitalization, and operational excellence with the long-term objectives of the business. My work as an author, coach, lecturer, and auditor has also strongly influenced the way I lead and approach transformation.
 

What is one of your guiding leadership principles?

One of my guiding principles is that leadership begins with self-leadership. Before we can give others clarity, direction, and confidence, we must be willing to reflect honestly on our own values, decisions, and behavior. I also believe that clarity is one of the most respectful things a leader can offer. This includes being transparent when the path is uncertain and creating an environment in which people can take responsibility and contribute their strengths.
 

What is the greatest challenge CIOs face today, and how are you addressing it?

One of the greatest challenges for CIOs today is balancing an increasingly complex technology landscape with rising expectations for speed, security, innovation, and measurable business value. At the same time, resources and skills remain limited, while cyber risks and regulatory requirements continue to grow.

I address this by creating strong governance, clear priorities, and close alignment between IT and the business. We are moving away from isolated technology initiatives toward a group-wide portfolio that connects business strategy, operational needs, security, and value creation. In addition, I invest strongly in organizational development, leadership, and collaboration, because sustainable digital transformation cannot be achieved through technology alone.
 

What is the key to success for someone just starting out as a CIO?

The key is to understand that being a CIO is no longer primarily about technology. It is about business, people, risk, communication, and the ability to create orientation in a highly complex environment. A new CIO should listen carefully, understand the organization before trying to change it, and build trust across all levels of the company. It is equally important to develop the courage to make clear decisions, set priorities, and say no when necessary.
 

How do you measure success as a leader?

I measure success not only by the results an organization delivers, but also by how those results are achieved. A successful leader creates clarity, builds trust, develops people, and enables teams to take responsibility without depending permanently on the leader. Success becomes visible when the organization is more resilient, decisions are made closer to where the knowledge exists, and people understand how their work contributes to the wider purpose. Ultimately, good leadership should leave both the business and the people stronger than before.
 

What is the value of being a member of Gartner C-level Communities?

The greatest value lies in the open exchange with peers who face similar strategic, technological, and organizational challenges. Gartner C-level Communities creates a trusted environment in which leaders can share experiences, challenge established thinking, and learn from one another beyond company and industry boundaries. For me, this exchange is especially valuable because the most complex leadership questions rarely have simple answers, but they can be better addressed through diverse perspectives and honest dialogue.

Governing Body members share their insights and leadership perspectives to shape the agendas and topics that address the top priorities impacting business leaders today.