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Why CIOs and CTOs should enlist the help of specialized partners

Introduction

With the rising cost of living and inflation affecting many on both a personal and a professional level, it is tempting to put “grand schemes” and “nice-to-haves” on hold. At work, budgets may be cut and projects postponed indefinitely. But it is precisely during times like these when it becomes even more important to work with the right partners, initiate dialogue, and gain a better understanding of the long-term view.

The buying cycle

Buying and implementing IT, whether standalone or subscription, Cloud or Server based, or as a service (SaaS), is often approached as a short-term fix to a medium or longer-term strategy. In many cases, CTOs and CIOs can find themselves evaluating options based solely on price and not on value. While in the short term, you may be able to evaluate and identify features and benefits among those that are advertised, this rarely takes into account the extended impact on users, customers or the downstream effects on your business.

The equation, or rather, the logic is relatively simple: My teams need to do something that they cannot do right now with our current IT system ‘A’. If I switch to a new system ‘B’, I will be able to do X, Y and maybe a little bit of Z.

Job done, right?

But making it work first time for your teams, “straight out of the box”, does not negate the need to have your system configured for long-term success and optimal results. You need the right balance of technical prowess, cross-industry experience and familiarity with the tools that can only come from Specialized Partners & Consultants. The very type of partner who has successfully enacted thousands of migrations and software implementations and can advise and customize a solution to match your specific needs and expectations – backed by results that have been measured and demonstrated.

The influence of CIO / CTO churn

Unfortunately, a large number of CIOs & CTOs often take the short to medium-term view. A recent survey conducted by CIO Research found that over 68% of execs interviewed had little intention or no immediate plans to think beyond a 3 to 5-year strategy. Surprising as that may seem, there is a good reason for this, and it’s based on turnover rates* and the projected career paths for many in CIO or CTO positions.

For example, CIOs and CTOs often face an immediate situation that requires them to find a solution, and fast! However, pressure to effectuate change and deliver results often leads to hasty or short-term based decisions.

Secondly, the nature of a CIO or CTO position is such that many will seek new opportunities every 3 to 4 years*. Thus, leaving on good terms, with a positive reputation, having delivered incremental but measurable results and improvements during their tenure, is preferable to the laborious alternative: one that requires weaving a more complex strategy and putting it into action progressively, for the long term.

Yet taking a longer-term view often requires wider and deeper sweeping changes throughout the organization. This may seem like an insurmountable task despite it being the only way that long-lasting benefits can be realized.

Help is at hand

There is an alternative for forward-thinking CIOs and CTOs. Much in the same way that no two companies can be considered exactly alike, the roles of CIOs & CTOs can be vastly different too. One common factor is technology, particularly in a post-pandemic era, which is increasingly woven through every aspect, nook and cranny of a modern organization. The IT landscape has simplified for some, through enablers such as cloud migration or the adoption of SaaS to replace legacy or proprietary systems. This has helped by freeing-up resources, simplifying processes and increasing efficiency.

But it has also become increasingly complex in other regards. Making sense of these new environments and learning how best to reap the benefits is a daunting task. As a recent article in Tech Monitor explained: “Every IT instance is largely unique, and CIOs or CTOs rarely face exactly the same challenge twice. Each newly appointed CIO/CTO is going to have to learn on the job, to mold themselves to their new and unique environment. And they are going to have to do that quickly time and time again throughout their careers. The CIO’s or CTO’s role is, therefore, highly contingent on the precise circumstances of the organisation.”

Getting it right, making the right impact and achieving long-term success, doesn’t have to be Herculean in nature. It needn’t be borne on the shoulders of one individual. The time is right for CIOs and CTOs to reach out to consultants and specialized partners who can lighten the load and work in true partnership to deliver your vision and strategy, practically and decisively. Leading digital transformation, at the end of the day, is very much a team effort.

Learn how Valiantys can bring added value for your ITSM, Agile at Scale, Managed Services and Cloud needs through our Specialized Practices. More info at www.valiantys.com

 

 

Other sources:

  1. https://techmonitor.ai/leadership/four-fundamental-issues-that-contribute-to-cio-turnover
  2. https://www.gartner.com/smarterwithgartner/ride-the-4-waves-of-digital-disruption
  3. https://techmonitor.ai/leadership/digital-transformation/who-leading-digital-transformation-not-cios-job-ads-suggest

 

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