CTO -Change Agent Roles


We have presented significant amount of analysis and research pertaining to a changing role of a CTO. This new role deals with transformation of the organization and our industry. The CTO must have business acumen, strong academic credentials, a broad interdisciplinary background and a solid record of technical accomplishments. CTOs should have successes in commercialization demonstrated by publications and/or patents. CTOs must also demonstrate experience in operations and/or general management somewhere earlier in their careers. Being able to understand the perspective of the operating management of a strategic business unit is considered a major advantage for a CTO focusing on transformation. In addition, an international experience is becoming a valuable asset for a CTO. This paper covers how CTO serves as the technology advisor to the CEO and has involvement with acquisitions, strategic partnerships, joint ventures and other industrial, government or academic alliances. The CTO with a transformation experience has to become a senior member of the management team, and should also have the business attributes sought for general management. These include a strategic/conceptual orientation, excellent verbal and written communication skills, sound judgment, high energy, flexibility, motivational and empowerment skills, and total dedication. (72)

Parker indicated several key strong leadership characteristics that would be valuable for the important role of a transformational CTO. This transformational CTO must have strong strategic/conceptual skills that can bridge the gap between the technologists and all of the business functions of the company. The number one characteristic that companies are looking for in a CTO is leadership ability. A CTO leader is generally an individual who can define a direction, facilitate change, inspire teamwork, make decisions quickly, and has a take charge personality with a strong work ethic. (72) Key characteristics of a CTO would be:

  • A broad interdisciplinary, technical background

  • Operations, marketing and/or general management experience

  • An international assignment

  • A strategic/conceptual orientation

  • Experience evaluating and negotiating partnerships, joint ventures, acquisitions

  • Superior communication skills

  • A persuasive personality (72)

Mr. Cardullo defines technical leadership as the development of technology objectives, development of technology goals, and development of technology programs. The recommendation includes the leadership team members as well as the short and long-term technology implementation steps. The transformational CTO oversees the technological strategic plan, is involved in the technology environment monitoring system, and has a technology decision-making process. In making the decisions, the transformational CTO provides technology oversight for the enterprise, acts as the technical consciousness for the enterprise and is responsible for the technological benchmark studies (12)

This new CTO, reflective of this age, must work in a position of influence - as opposed to direct control like the line manager. This CTO will have a strong reputation with the senior executive leadership team. Furthermore, this CTO must demonstrate the ability to influence and work effectively with key senior executives to consider new information or different paths to accomplish key goals. This CTO is given to formulate a long-term innovation, broaden the strategic horizons of the company, and envision future paths. The CTO must have the freedom to think out of the box, and wait a longer period of time to develop innovative ideas into reality. (5)

Another important element of the transformational CTO is to create a value for the CTO profession. Vance Chan Associates demonstrate the value advantage by understanding strategic goals and being aware of top concerns of his/her counterparts in marketing, sales and customer management. It is the ability to communicate concerns to the rest of the management team. (87)

Jim Sphorer, CTO of IBM Venture Relations and Director of Research of Almaden Services Research, has stated that the transformational CTO has to have a technology road map with specific headlights to all relevant technologies. CTOs must demonstrate thought leadership. The CTO must be outwardly focused, as well as able to provide an ability to work with key leaders on a strategic, leadership, and tactical level. (83)

In terms of culture, CTO serves a very important role in facilitating the internal culture to initiate activities and policies that create a technology-friendly culture aligned with the company's business strategy.

The CTO position must use its leverage to appropriately attract senior management's attention and spotlight for corporate technological capability. (6)

Being part of the transformation in a company means both attracting the attention and operating as an effective member of the executive team and requires the CTO to nurture and build relationships with a number of people and groups internal and external to the company.

A transformational CTO must be involved with three components for value based organization: communication, projects, and processes. The communication aspect will go through a new communication paradigm, called community dialogue. Community dialogue is "A framework for effective, empowering and aligned communication that creates a work environment of vitality, cooperation, fulfillment and abundance for all." (50)

The transformational CTO has to deal with command and control. The chief technology executive is in a high-visibility role, serving the technology needs of "customers" inside and outside the organization. The CTO must be able to focus on expectations. Company executives must play a part in defining the roles of a CTO with real performance expectations. Leading-edge companies tend to be willing to take risks with technology and business strategies. Middle-of-the-road adopters of technology tend to support proven, cost-effective IT initiatives where the competitive advantage or market differentiation is clear. Trailing-edge companies tend to adopt technologies and new economy business strategies defensively. The role and expectations for the IT executive are shaped by the aggressive, moderate, or defensive attitudes companies have toward technology. The challenge for the CIO/CTO in moderate to defensive type companies is that technology is often seen as a disruptive force rather than an "enabling force, a transforming force." CTOs must be in position to identity organizations that are highly accepting or adaptive to new technologies and expects CTOs to know the business that they're in, the business that the company should be in, and also all the market forces. They expect, basically, a CTO who's a CEO, who understands the opportunities that information technology and telecommunications can provide. A CTO must have a seat at the table. For most companies, the role of the CTO is one that is primarily responsible for what happens within the walls of the organization. This often translates into being a member of the company executive committee and a direct report to the CEO or president of the company. The driving forces behind the elevation of the CIO/CTO role can be either external or internal. One is fueled by the recognition that a fundamental change in business demands a technology response; the other is fueled by the recognition that technology can capitalize on a market opportunity. CTOs need to be able to communicate technology issues in plain English to the business staff, while gaining the respect of the IT staff with their knowledge of the limitations and opportunities of technology. In fact, there is growing evidence that the CTO with the right mix of business and technology background and experience is in transition to becoming a CEO. In fact, a transformational CTO is "a CEO in training," either for the business they work for or one they will work for. The CIO or CTO role is becoming more transformational and competitive. (30)

Finally, this book demonstrates that businesses respect, and harness the power of technology to change and drive the bottom line. CTOs have emerged as the transformational force behind this change. CTOs oversee the convergence of the technology and business and hold the power to make change. A CTO is a real executive that brings invaluable assets to the table that guide the enterprise's direction, from setting the company's strategic vision to finding short-term solutions, achieving long-term goals, and bringing in partners who can change and enhance the company's revenue model.

Influence at the CTO level is the power to transform business as we know it. CTOs are the real change agents determining the direction of business tomorrow and convincing others to join them on a technical journey when the road is not clear. (75)




The CTO Handbook. The Indispensable Technology Leadership Resource for Chief Technology Officers
The CTO Handbook/Job Manual: A Wealth of Reference Material and Thought Leadership on What Every Manager Needs to Know to Lead Their Technology Team
ISBN: 1587623676
EAN: 2147483647
Year: 2003
Pages: 213

flylib.com © 2008-2017.
If you may any questions please contact us: flylib@qtcs.net