Managerial styles is a very subjective topic. It is subjective to an organisations hierarchical structure, its size, its role, and the manager’s role in the ecosystem. For this post, I would like to talk about effective managers, their attributes, regardless of the organisation. The single attribute we want to carry forward is that a managers responsibility is to maximize the performance of the organisation.
In order to make the post easier to digest, I will tailor some of the examples to a topic most of my readers can identify with; a software development manager in a product delivery organisation.
As an adamant believer in the imperative need of strong leadership in technical organizations and how these roles contribute towards an organization’s success (and in an effort to mold myself to optimally fit such a position) I am constantly on the lookout for views, opinions, research and articles regarding the topic. I recently discovered an excellent piece on the CTO (Chief Technology Officer), an executive function that is relatively new to the business world, by Tom Berray of Cabot Consultants, Inc.
If you ask most people to identify the duties of most c-level executives, they will probably easily identify the CEO, COO, and CFO function and their respective duties. Pose the same question regarding the CTO position and you will probably get a mixed bag of answers. This might be due to the immaturity and lack of pervasiveness of the role in gneral, or it might be due to one’s lack of understanding of how technology plays a key role at the top of the chain in modern businesses. Nevertheless, it is important to understand how this influential and maturing function is becoming a critical role in any organization, along with what types of candidates will most successfully fill this role.
The CTO function’s role in an organization is directly tied to the organization’s needs, size, maturity, industry, and roster. In this blog we will analyze the CTO role as 4 distinct models: Infrastructure Manager, Big Thinker, Technology Visionary and Operations Manager, External-facing Technologist.
The true value of a software Architect in an organization is the ability to translate the business’ vision and strategy into effective enterprise change, usually starting with the solution architecture. This means that an Architect needs to truly understand the business drivers and how they lead to features at the product level in order to successfully guide a product’s architecture road-map. Inversely, an Architect should be able to communicate both the technical and business aspects of this strategy to any audience, technical or otherwise.
The communication style used to deliver the message to distinct groups varies widely based on the audience’s duties. Technical folks focus on the technological implications of the architecture strategy and are usually more interested in the how rather than the why. If you take a group of developers they would rather know how their specific areas of concern are affected and what they need to focus on.