Why the CIO’s Real Job Is Building Bridges
— Igor Danshyn, Compass Group Japan

Igor Danshyn brings 25 years of IT experience to his role as Chief Information and Data Officer at Compass Group Japan, the local arm of the world’s largest food service company, which employs over half a million people globally and serves more than 17,000 employees in Japan alone. His career spans large organisations including Samsung Electronics and Honda in Ukraine, before a move to Japan roughly 15 years ago that coincided with the early rise of public cloud technology. 

After roles as an IT consultant, cloud architect and senior technology manager, including five years at JERA, one of Japan’s largest energy companies, working across cloud, DevOps, security operations, digital twins and the Internet of Things, Igor brought that end-to-end technology playbook into the food service industry. 

At Compass Group Japan, he leads a broad digital and technology function spanning application infrastructure, IT support services, a dedicated Digital Solution Services team for AI and digital transformation, an integrated enterprise data analytics function, and a cyber security team protecting the business from external threats.

How has your career path shaped the way you lead technology today?

Igor traces his path from traditional IT infrastructure work to cloud architecture, and explains how five years at JERA building end-to-end technology playbooks became the defining experience behind his current role.

“My experience in IT is now about 25 years, and at least 15 years were spent in Japan. I started back in Ukraine, working for large companies like Samsung Electronics and Honda, using primarily traditional IT technologies for infrastructure and networks. When I moved to Japan, public cloud technology was emerging, and I realised this was something I needed to learn quickly. I spent time as an IT consultant, then as an IT cloud architect, and eventually as a senior technology manager, which led me into the food service industry. 

The food service industry is different in that the front office and the people working in the kitchen do not rely heavily on technology. Those processes are still very traditional and manual, so the majority of IT operations and support has to focus on the back office, where we have over 400 people using technology daily. The funny moment that helped me land this role was my experience at JERA, one of the largest energy companies in Japan. That experience was the defining moment that helped me see how technology is implemented and operated end to end, and create playbooks I have been able to execute at Compass Group as a new company.”

How would you describe the function of the modern CIO?

Igor explains why he sees the CIO’s core function as building a bridge between business and IT, turning the IT department from a cost centre into a growth driver.

“I would probably define it as a bridge, because quite often business and IT work in silos. Business users do not know the technology, and the people working on the technology side are not fully aware of the business. It is very important to make sure that we, as the IT function, build the bridge between the business and IT. 

If we do that properly, and this is something we have enforced in the organisation, the IT team can become a growth driver instead of a cost centre. It can help remove friction, build faith in the technology, and demonstrate to people that technology can serve the good purpose of accelerating and streamlining operations for the sake of the business.”

What are the biggest challenges facing IT leaders in the food service industry today?

Igor identifies resistance to change and low computer literacy as the two defining challenges, and explains how AI augmentation and conversational interfaces are helping address both.

“I would say there are two biggest challenges I am seeing right now. The first is typical for all types of companies: resistance to change. Many users fear being replaced by technology, and that is the reason a lot of technology initiatives fail. The way we have decided to communicate this to users is that we are implementing AI not to replace people, but to remove boring and repetitive tasks, freeing up time so people can create new value for the organisation. 

The second challenge is specific to food service: the low level of computer literacy among people working in the kitchen. Whenever back office operations merge with front office operations, we need to make sure technology is well understood, so we focus on simplifying how users interact with it.  We have recently started thinking about implementing conversational AI, the most simplified way of interaction, where people talk to their computers and, through backend integration and automation, the computer executes what is dictated by the human.”

What emerging tools or trends are you most excited about?

Igor points to AI-augmented analytics and the emergence of a digital workforce as two of the most significant shifts shaping the intelligent enterprise.

“I am really excited about AI-augmented analytics, because in the past, building an AI-augmented analytics team required sophisticated knowledge of machine learning and AI services, and a dedicated team to run those services. These days everything has become abstracted and simplified, so AI-augmented analytics helps you build a business intelligence layer on top of existing data and helps you see the past and predict the future. 

That is one of the reasons we believe society is building the path towards the intelligent enterprise, where all data is aggregated, properly accessed and managed, giving end-to-end visibility and actionable insights for the board of directors. I also believe a new buzzword, digital workforce, is emerging. Alongside physical employees, AI agents and agentic platforms mean we can have virtual employees who hold a piece of knowledge, analyse data and interact with users.”

What is the most common mistake companies make in digital transformation?

Igor highlights technology-first thinking and poor data quality as the two errors that most often derail transformation efforts.

“From my experience, there are two mistakes that typically prevent organisations from transforming their business. The first is technology-first thinking. Digital transformation should not be led only by the IT function, because without business stakeholders involved, it is extremely difficult to make the project successful. That is why I keep coming back to the idea that the CIO’s role is to build the bridge between business stakeholders and IT. 

The second problem is data. A lot of organisations have data with poor accessibility, low accuracy and low quality, and many people think that buying an AI solution and combining it with existing data will make the magic happen. But there is a simple principle: Good data in, good data out. If you do not have good data as the input to your AI, you cannot rely on or trust its outputs. With that in mind, the importance of chief data officers, data managers and data governance teams is greater than ever.”

How do you see your industry changing in the next three to five years?

Igor predicts the IT department’s role will shift from operational support to business growth enabler, with virtual assistants and a digital workforce becoming standard.

“I think the IT department’s role is going to change drastically, from being only an IT support or operational function to becoming a business growth enabler. Technology is quickly changing how we do business, support the supply chain and interact with customers, even in the food service industry, so every business function will have to learn how to collaborate with IT to keep digital transformation aligned with business goals. 

I personally see pretty much every department having a virtual assistant in the near future, possibly even a virtual CEO, CFO or CIO, not as a replacement but as an additional source of wisdom helping people make better decisions. I also truly believe in the intelligent enterprise, where AI has end-to-end access and observability of organisational data and can provide actionable insights to drive business decisions. 

Lastly, the digital workforce, virtual employees performing small but efficient tasks, is where I think the technology is going to move within the next three to five years.”

How do you approach developing the next generation of leaders?

Igor sets out three components of next generation leadership: empowerment, change management, and a curiosity-driven, do-it-yourself culture.

“From my perspective, there are three key components to building the next generation of leadership. The first is empowerment. Micromanagement destroys culture, innovation and people’s ability to think outside the box, and typically limits every team to the knowledge and capability of their manager. Leaders need to empower their people and serve as coaches, helping them navigate complexity and flagging potential risks without directing every step. 

The second is change management. We have seen many cases where technology changes are rejected because of fear of replacement or because the change was not explained properly. Change management helps people understand why a change is happening, and what the benefits are for each employee, the company and the customers. 

The third is curiosity and a do-it-yourself culture. These days, companies developing AI solutions are making everything simpler, with low-code and no-code platforms, so if you have that curiosity and DIY mindset, you can experiment and even build a new product overnight with the help of AI.”

What critical skills should leaders focus on in this evolving landscape?

Igor names agility, emotional intelligence, and digital fluency as the three skills leaders most need to thrive today.

“I think the first is agility, because organisations need to move fast to stay competitive. There are scenarios where companies have to become smaller before they become bigger, and agility supports faster decision-making as markets, geopolitics and technology landscapes change quickly. 

The second is a human-centric skill: emotional intelligence. We are still living in the human world, building services and products for humans, so we need to listen carefully to the people working in our organisations and to our customers, and make decisions that are better for people. 

The last is digital fluency. It is no longer possible to survive on legacy systems or technologies that worked ten years ago, so every team: HR, finance, IT and sales, needs to develop their digital fluency.”

What is one question every leader should be asking themselves?

Igor argues that most existing business models predate today’s technology landscape, and challenges leaders to imagine rebuilding from scratch.

“I personally believe the majority of business models we have today were built in the past, when the current technology landscape was not even imaginable. The most crucial question every leader should ask themselves is, if we had to rebuild our entire business model from scratch today, how would it look, and what would be the role of technology and AI in it? 

That question helps leaders understand how their existing business model can be redefined, because we are now living in an era where technology penetrates every single aspect of the business and every operation.”

What kinds of peer interactions have been most valuable to you?

Igor explains why real-time peer exchange, rather than formal training, offers the most relevant and up-to-date insight for fast-moving leaders.

“I really like executive forums and different groups on LinkedIn, because formal training is basically learning something that is going to be quickly outdated. It defines a problem and gives a solution based on existing knowledge, but because everything is changing so fast, you need to talk to people in real time who can expose the issues happening right now. 

Through networking events and executive forums, you can get insights from real leaders about real pain points, and because some businesses are similar, you can take those insights and rethink your own business model or improve your services. Sometimes you can even get a solution directly, someone sharing the end-to-end experience of fixing a specific issue that you can apply as a blueprint to your own business.”

What is the current appetite for executive discussions among industry leaders in Japan?

Drawing on nearly 16 years in Japan, Igor describes a generally cautious, relationship-led approach to adopting new technology and new networking formats.

“From my experience living and working in Japan for nearly 16 years, when new technology appears on the market, companies usually fall into two categories: early adopters and late adopters. The majority of Japanese organisations are late adopters, which is related to the cultural aspect of business. New technology has to be properly assessed and explained to management, and typically goes through a pilot project that shows value before scaling, so the process spans multiple years. 

I would also add that for vendors, having a great product is not sufficient to get attention from Japanese businesses. There is a cultural aspect related to building relationships and trust that takes time, and that groundwork needs to happen before a company even starts trialling new technology in Japan.”

What advice would you give someone attending a roundtable by The Ortus Club for the first time?

Igor recommends coming prepared with a specific business challenge, treating the room as a resource for real-time problem-solving rather than passive listening.

“As someone who has already attended your events, I would say it is a unique opportunity to bring a specific business-related issue to people working in similar or different industries, who can help facilitate a decision. It is really good to come with a pinpoint issue and some questions for the audience, where people can brainstorm solutions or share their own experience. That is what brings the value to executive networking events like Ortus. 

You might come to the meeting with a problem or a question, but you might leave with a solution, or with someone who can guide you through a period of uncertainty by sharing their own experience of resolving a similar issue. I really recommend people think about what issues they have, what advice they are seeking, and how they can solve the problem using other people’s experience or the help of technology.”

Join the Conversation: The Ortus Club’s Executive Network

As Igor’s perspective shows, the work of building a bridge between business and technology is never finished, and rarely solved alone. From resistance to change to the rise of the digital workforce, the challenges facing today’s CIOs increasingly demand structured peer dialogue rather than formal training alone.

His emphasis on empowerment, change management and curiosity reflects a broader reality: leaders cannot rely on technology-first thinking or internal models in isolation. The most effective executives, particularly those navigating culturally distinct markets like Japan, treat peer networks as essential infrastructure for testing ideas and accelerating trust.

At The Ortus Club, we host curated executive roundtables that bring together senior leaders facing these exact challenges. Step away from generic transformation playbooks and engage in the kind of open, high-value conversations that help you rebuild your business model for an AI-driven world.

FAQs

Q: What does it mean for a CIO to act as a “bridge”?

A: It means connecting business stakeholders and the IT function so that technology decisions are made with business context in mind, turning IT from a cost centre into a driver of business growth.

Q: What is meant by an “AI-augmented organisation”?

A: It refers to an organisation where every individual is equipped with AI tools that increase personal productivity, with automation removing repetitive tasks rather than replacing people.

Q: Why is data quality so important for AI initiatives?

A: Because AI outputs are only as reliable as the data feeding them. Poor data accessibility, accuracy or quality undermines trust in AI-generated insights, regardless of how advanced the AI solution is.

Q: What is the “digital workforce”?

A: It describes AI agents and agentic platforms functioning alongside physical employees, performing small but efficient tasks and interacting with users as virtual members of the organisation.

Q: Why do Japanese organisations tend to be late adopters of new technology?

A: New technology in Japan typically requires thorough assessment, management buy-in and a pilot project demonstrating value before wider adoption, alongside a cultural emphasis on building relationships and trust with vendors over time.