The changing role of the tech leader
Technology’s changing incredibly quickly, and so is what’s expected of tech leaders – a fact borne out in The View from the Top, InX’s board technology survey. Boards increasingly want someone who is “proactive, future-focused, commercially aware, growth orientated, and ahead of trends and innovation to accelerate a business forward,” said Natalie Whittlesey, C-suite engagement director at The IN Group, in our recent webinar reflecting on the results.
She was joined by Rachael Hays, transformation director and Gordon McMullan, managing partner at Definia, who shared their insights on the changing role of the tech leader and what this means going forward. Here, we look at the five key lessons from the discussion.
1. The technology radar
“The challenge for tech leaders is; how do you balance these demanding needs of the board with BAU … the ongoing programmes, the projects, all of the priorities that you’ve got on the short to medium term horizon?” Natalie Whittlesey Rachael finds a ‘technology radar’ particularly helpful in managing board expectations. This involves identifying where you are now, where you want to be in the next three to five years and the steps you need to take. Acting as a roadmap, this is a really helpful way of illustrating the impact of ChatGPT, AI and other advancements and why they’re important for your business.
Underpinning that journey, you need “a really strong team,” said Rachael. “Having confidence in knowing that the day to day is being run in an effective way is really important.”
2. Your team is your board
Gordon believes that a tech leader’s team is not their technology team, but the rest of the board. The CMO and CFO have a separate (often larger) business group budget than a CIO, who uses most of their budget to keep the business running. To put it crudely, it helps being on good terms with those controlling the purse strings.
3. Speak their language
When you talk in highly technical terms, boards often switch off. To be a successful voice at board level, you need to talk their language and stick to the things they want to hear about – often things that don’t involve tech. Pose the tech message in commercial or business terms and be that interpreter between tech and the board.
4. Visionary vs practical
“Businesses want to understand whether they’re going to be leapfrogged by a start-up that can release more relevant products faster and cheaper,” said Gordon. It’s important to keep on the pulse not just of new technology but how it’s being used by your competitors and why it would be appropriate for your business specifically.
Balance innovation and operations in a way that works best for your business, implementing pockets of innovation where the roadmap, (and budget), allows. That means educating the board on why you can’t innovate until you’ve got the need and the funds in place. Once you’re on the tech roadmap, the proportion of budget you can devote to true innovation should start to increase.
5. Use that seat at the table
For a tech leader, being seen to be commercially aware and proactive within the business is incredibly important. If you’re on the board, you have the opportunity to show your peers how tech supports the business’s priorities and objectives, and where it fits within the investment portfolio.
As one of the few people on the board with a business-wide remit, the CIO can put together a business case for introducing new technology that’s not just relevant for one business area, but for many.
To discover all the insights, watch the full webinar and download the complete The View from the Top board technology survey, please click here.
We will soon be launching a series of InX and Definia webinars to provide you with our expert take on all things technology, change and transformation. Watch this space.