For me, that point came when I realized that, to really enact change and effectively apply technology, I needed to be in a position to do so. I was spending more time dealing with the dreaded suits and less time on the keyboard. And then it hit me: It really is all just business, and there is that proverbial line. One must cross over into the business and management side or stay on the technology track. There isn't anything intrinsically right or wrong with either path; it's simply a career choice.
What's On the Other Side?
As I rose through the various levels of IT management over the next two decades, another truism became apparent: A well-designed IT plan is fundamental to the core of a company's overall business strategy. Today's IT professional must maintain a balance between sound business practices and a robust technical offering. I must focus on the technology and, most important, whether the technology fits into my organization's business goals.
What other challenges face those who cross over into management? One lesson I've learned is that a good technician is not necessarily a good manager. Just because someone can hack out some beautiful PERL prose doesn't mean he or she can lead. There was significant evidence of this during the dot-com boom and bust of a few years ago: 20-year-old CEOs (and their venture capitalists) learned the hard lesson that it takes more than a flashy Web site to build and sustain a viable business (for more on what it takes to be a good manager, see "Start With Staffing").
When a geek makes that gradual transition from technical laborer to technology manager, he or she usually has the respect of those who were once peers -- at least technically. The challenge is maintaining that respect while gaining new respect as a leader and savvy businessperson. I've spent most of my time in management honing my business and management skills while trying to keep up with current technology. I'd say I've managed to maintain a good balance between the business and technical needs thanks mostly to perseverance.
The real test is being able to sit with the CEO or COO and discuss your company's strategic direction without drowning him or her in technical jargon. Department heads want one thing from you: Make their lives easier through technology without boring them with buzzwords. Oh, and by the way, it damn well better work. Gone are the days of wowing executives by wheeling in impressive-looking machines that churn out loads of meaningless reports.
With the volatile climate of corporate mergers and economic pressures, technology for technology's sake doesn't cut it. Today's IT executives must be expert in the practical application of technology only when it makes clear business sense. The key is to fully understand the business problem in its entirety before trying to apply technology.
When you come to choose products, you may find that a particular vendor solution is the pinnacle of technology, but a complete disaster from a business perspective. Factors such as vendor corporate stability, support philosophy and product performance history may make even the most seemingly obvious solution an insurmountable risk. In decades past, the CIO or CTO would make a recommendation and leave the business analysis and contract negotiation to others; that is not the case today. The IT manager must have significant business savvy or perish.
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Scott Ogawa,
CTO and associate CIO,
Children's Hospital, Boston |
My approach to solving a business problem is to try to view and understand the situation from a nontechnical viewpoint first. My next step is to collaborate with my colleagues to identify any process optimization or re-engineering options. Only after I have an adequate handle on the true goal do I decide if automation is the right fit for the situation. I've seen far too many IT managers who want to jump in feet first with a solution that ultimately misses the mark.
Here's an example: Some years ago, I witnessed the epitome of technological-process breakdown. All the key department heads sat around the table to solve what appeared to be a straightforward problem: We had an extremely inefficient paper-based supply-ordering process. Without the funds or time to implement a full-blown ERP (enterprise resource planning) system, IT was called in to automate the process. The result: a step-by-step automation of the same inefficient system. Throwing hardware and software after a broken business process serves only to automate a bad situation or, worse yet, exacerbate it.
Rules of the Game
I've found that the foremost aspect of being successful at the executive level is the ability to fit into the corporate culture. That you're technology-savvy is a given. However, if an IT leader cannot ease into the company's culture seamlessly and share the organization's values, the relationship will not work. Techies traditionally are not the best schmoozers, but to fit in and push your priorities you have to learn to get along. I've learned that a black-and-white viewpoint must sometimes give way to shades of gray.
Making the change from techie to suit can be a difficult process. However, with good long-term career goals and an open mind, you can take off the propeller hat and don the wingtips with only minor missteps along the way.
Scott Ogawa is CTO and associate CIO of Children's Hospital, Boston. Send your comments on this column to him at scott.ogawa@tch.harvard.edu.
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