Your First 30 Days in As an Information Technology Executive - The Top Four Objectives

 

Whether you are a seasoned technology executive/manager embarking on a fresh challenge or a recently promoted executive in a new role, it’s important to get your first few months in a new role right. Achieving success at the beginning of your technology leadership journey is challenging, but essential.

I’ve spent many years in mid-level IT leadership positions, including five as an IT Director, owning technology strategy, vendor relationships, project management, business processes and key contract negotiations for billon-dollar retailers to healthcare management to education management.   No matter how complex the organization is, an approach of assessment then transformation then innovation is the goal.   Your IT Organization needs to be an innovator, a partner to the business and most of all a revenue generator and/or revenue savior.  Be before you can innovate, you need to assess where you are and make the necessary transformations to become the innovator.

I’ll share the four objectives, plus a bonus, I’ve learned in my career and provide some context that I wish I had when I started my journey as an IT Manager.    You can view this as the first 30-60 days in your new role.

1) What is the State of the Organization's Security Procedures

Yes, I am starting off with security, which is often overlooked by executives as an operational expense or insurance and security breaches don't happen to them.   Well, the reality, it is happening and happening a lot.  You heard of TJX, Colonial Pipeline and even the Government Cybersecurity breaches? They were all caught red handed. You really need to understand where you are from a data/access/physical security perspective and make sure you have followed and security policies and procedures in place and conduct regular audits and employee security awareness training.  Don't wait for the annual security audit to take action.    As a reference, here is a great event we did on Cybersecurity at one of our Mass Tech Networking Events - here. 

2) Get a Clear Understanding of the State of Technology in the Organization Including Tech Debt/Operational Expenses

Does the company have a technology blueprint showing all of the systems, including internal systems, as well as any integrations to outside cloud infrastructure and/or SaaS applications that run critical business functions?  This is often overlooked as a nice to have and something to get to when you have time, but in reality, is essential for all of IT to understand what they are managing.   I am baffled how many companies don't have a blueprint of what they run.   In addition to the blueprint, it is important to understand IT Operational Expenses, including software/hardware maintenance contracts including those cloud infrastructure contracts.   You will be surprised how much companies spend on cloud.   What I like to do is build a Cash Outflow document showing exactly what is spent monthly and also negotiate contracts on a regular basis and implement cost savings.   Once you are in a good state, then you can partner with the business and build a technology roadmap that supports business growth.

3) Learn the Business Inside and Out and Be Ready to Turn Technology into an Innovator

A perception of technologists is that we care about the systems, and not the services.   That couldn't be further from the truth today.  IT Executives need to partner with their respective business leaders and be able to explain the business that they support and be able to innovate and implement ways to grow the business whether it is through internal development and/or acquisitions.   It is important to build clout in the organization so the infamous shadow IT doesn't take effect.  Shadow IT refers to information technology systems deployed by departments other than the central IT department, to work around the shortcomings of the central information systems.  IT needs to be the driver of the business objectives and have a seat in the board room.   Here is a great video from one of our Mass Tech Networking Events on IT Clout in the Organization - here.

4) Get to Know Your Team and Internal/External Network

Have you ever heard that the most important part of an organization is the people and the people they know?  You may have the best product or service, the best mobile application or the best facilities, but without great people, you may not have a great organization.   As an IT Executive, it is important to be an extrovert and network with your internal colleagues AND build a network of resources externally to help achieve the company's business executives.   The perception of those technology sales executives is that they are a pain trying to sell you something and/or they invite you to a Red Sox game.  But in reality, they can be advocate for you and help you when there is a need.  As a professional networker, I encourage all IT Executives to go to events, build their own personal brand and reputation since you never know when you will need to rely on your network.   Case in point, you in your first 30 days at a new organization and you need something bad, maybe tech talent or a system to achieve a quick win.   Wouldn't it be nice to have a great network of successful professionals to reach out to?  Check out Mass Tech Networking here.

BONUS - Target an Easy Win

Once you have a good blueprint of the business, the technology and the people, focus on making a positive impact in your new organization. Identify something that will help set the tone for your legacy at the new company.    Once you have the clout and knowledge, you will be trusted to implement the change needed to transform your IT Organization to be innovators and not an order taker or even a cost center for the company.   Your easy win will set the tone for an amazing journey in your new role!