IT Leadership Fundamentals

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I have been speaking with many folks and reading enough opinions that it is clear the ever-changing, ever-growing role of IT leaders has changed once again. The expectation is to be the Chief Innovation Officer.

We need to drive greater business value and customer value and no amount of cost-cutting is going to do that. It’s important to focus on the core skills and practices that you’ve built a career on – engaging the customer, driving change throughout the organization, quantifying business value and focusing on the 80/20 ratio.

I’ve been writing a lot and realized its relation to my role. Last night it became clear that I am more and more becoming focused on those skills that got me here in the first place. I shared them with some of my colleagues and found they felt the same.

Top 10

1. Discipline
2. Collaboration
3. Visibility
4. Transparency
5. Business Value
6. Cost Control
7. Persistence
8. Consistent
9. Compliance
10. Fearlessness

What My CEO Wants From Me….
As most of you know, the conversations with our bosses lately have been interesting, to say the least. With the economy on the down slide, projects on hold or killed, your staff’s uncertainty of the future – I have been writing on how best to weather the storm. Now that the ship has been steadied, its time to chart a course and move forward, unleashing the potential of IT.
Do you know what your CEO wants from you? I do!

My CEO wants inspired leadership, customer focused innovation, and a cash based focus on profits. A thought based leader who can enhance an organizations competitiveness and performance. Someone who is strategic and ready for action.

The questions I had to ask myself, what are the priorities that we in IT need to be focused on – growth, customers and remain a market leader. Answering these questions will help us stay in step with the strategic initiative of the business.

• Are we engaged in the non-IT parts of the business?
• Do we offer strategic insight into all processes within the business?
• Are we the experts for BPM?
• Do are projects reflect the social benefits we can share?
• Are we aggressive enough to make the necessary changes the business needs to compete?

I’ll let you know how we answered these questions. The bigger question is how will you answer them – are you ahead of or behind the curve?