He was under constant pressure to find new technologies that would spur innovation and speed the drug commercialization process at his company, and he needed a network that would help him. Unfortunately, more than 70% of his trusted advisers were in the unit he had worked in before becoming CIO. Not only did they reinforce his bias toward certain solutions and vendors, but they lacked the outside knowledge he needed. “I had started to mistake friendship, trust, and accessibility for real expertise in new domains,” he told us.
