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Talent Retention During "The Great Resignation"Talent Retention During "The Great Resignation"

“The great resignation”—is it real? And how are decision-makers retaining talent? Benchmark against your peers.

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If you had a magic wand - what's the #1 daily business challenge you'd eliminate?

Top Answer: Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.

What are the top KPIs for IT for the next 3 years?

Top Answer: I think it should be a lot more elastic. Businesses are changing rapidly and what’s important to measure and improve today is likely not important or measurable next year. Long-term KPIs have the danger of being rear-facing rather than forward-facing or predicting. CIOs need to collaborate with their C-Suite peers to drive business KPIs and metrics that matter to them to move the business forward and increase revenue.

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Change Management Approaches and OutcomesChange Management Approaches and Outcomes

Organizations going through a change often struggle. Can change management help? Benchmark your perceptions against your peers.

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How are you managing employee attendance in a WFH Hybrid model?

Top Answer: We are not using any on-line attendance application or tool to manage employee attendance. It is being managed rather with mutual trust  and honesty amongst employees , team-leaders and managers at different levels.

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I am increasingly having to present to our board and it’s not always the best experience. Do you have any advice on how best to approach a company board that is not technical at all?

Top Answer:

My board experience has primarily been with board members that are not technical. The approach I take is to "translate" technical bits into business impact information. It seems many non-technical board members care most about how to improve the business, not what is driving the improvement.

As an example, if I am requesting approval for a workload migration to public cloud (AWS/Azure) I keep all the technicalities out of the presentation and focus on business impact. Ie. Increases in revenue opportunity, cost savings, safety/security, positive impact to existing and future clients, and positive impact to internal departments such as Sales, and Finance.

I always include a business level discussion about compliance, risk management, and security as this seems to be top of mind.

In summary, skip all the technical details, translate into business benefits. After all, if there were not any business benefits, should you be doing it?

This takes a significant amount of thought and planning and if done, you as an IT leader will reap the benefits of a better board relationship, more "approvals" to proceed with projects, and the opportunity to grow your professional skills. It does work!

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What should be the primary focus of modernization efforts: people or processes?

Top Answer: Rabinow’s Rule #23 of leadership states that If you have someone who is a dope at the top, you will have, or soon will have dopes all the way down. There are a lot of people who are thrust into different roles without understanding the potential ramifications, probably because they were brought in to provide a different perspective. But process improvement is also really important. A lot of people think technology will be that silver bullet to help with your modernization, and they forget about everything else. The reason why a lot of companies have come into this mess is probably because of the processes in place. But that could be because the wrong people were put in place. We never know.

Citizen Developers: On the Rise?Citizen Developers: On the Rise?

Are citizen developers active in your organization? Compare your thoughts with other peers.

What does a CTO consultant do?

Top Answer: Virtual CTO’s mostly work with organizations looking for strategic IT alignment, validation, and an IT function that's only run in an operational mode. These IT functions have not yet reached the maturity level needed to have their own IT strategy and alignment with business objectives, so there's a disconnect. IT is busy running the day-to-day operational aspects, but it's not aligned with the business and its priorities. That's where I have been helping these companies as a virtual CTO. I try to understand the business, its customers and value proposition or core offering, as well as its functional and operational aspects to help align IT's capabilities to be more productive, efficient and futuristic. In certain cases, I also help with the other aspects of the business by doing things like competitor analysis, or showing them the benefit of embracing standards, like ISO 27001, or uplifting them to gain trust in other regional areas and provide more confidence to current customers.

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Is there a leadership position that would be non-technical for someone in Engineering that would provide value beyond expectations?

Top Answer: For the most part, yes, there would be leadership positions for a non-technical person - project management is a key part of the delivery for engineering projects which does require less technical skills. 

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