Not every solution to every problem requires building software; but some of them do. We meet a lot of organisations who are enthusiastic about embracing internet-era ways of working, providing digital services, and finding an internet-era CTO. Yet they don’t expect that new leader to build up their ability to make things.
It's common to see "IT spending" given special status on financial balance sheets. That can cause problems if your goal is digital transformation; a transformed internet-era organisation cannot afford to give IT spending "special" status.
“Technology spaghetti” is what you get when your technology, data, commercial arrangements and operating processes get tangled up. It’s not just a problem of having too many pieces in the puzzle, it’s also that the interconnections between them are hard to understand and manage.
Every organisation needs to be good at technology. That’s why we always tell our clients they need an internet-era CTO. But what does that really mean? What does it look like?
(This is part 2 of a series. If you haven't seen it already, start with part 1: Why hire an Internet-era CTO?) There’s a pretty important step between recognising your need for an internet-era CTO and reaping the benefits: finding and hiring that person. It’s no secret that technology skills are in high demand around the world, and particularly the combination of leadership, management and technological expertise that you need in this role. You’ve also got more constraints than you might...