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!
