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How technology leadership can accelerate disruption in your business strategy

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The Role of Technology Leaders in Business Transformation

Technology and business are inextricably intertwined. No one can meaningfully talk about one without talking about the other.
-Bill Gates

Information technology is transcending boundaries between sectors and industries to create new businesses based entirely on technology, such as Airbnb in the rental market and Amazon in commerce. In addition to external disruptions, there are internal disruptions due to technological innovations, which disintegrate functional silos and push companies to work end-to-end.

From Doblin’s 10 types of innovation modes to the changing nature of business due to the pandemic, digitalization and technology play a role in most business transformations. Today, technology is leading the agenda for agility and flexibility and driving business objectives. The tough task for executives and strategists is to achieve perfect alignment between technology and business strategy. In this article, we look at what it takes to become a technology leader and why companies need it.

A Technocrat Required: The C-Suite Leadership Gap

Historically, companies focused on hiring people with strong technical skills and abilities, or people with strong people and leadership skills. New Age organizations need both: people who can combine technical knowledge with the ability to lead people. They are baptized as technology leaders.

There is a gap between what companies need from leaders in terms of technology acumen and leadership capabilities.

A major reason for this gap is the lack of preparedness among companies. Most organizations don’t have anyone in their C-suite who can take responsibility for efficiently navigating technology shifts. According to a McKinsey survey, 26% of CXOs surveyed said there is no clear ownership for technology activities within their organizations, such as identifying and implementing advanced technologies.

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A ‘Bridge Builder’ between people and processes

Technology leaders are developers (specifying and building systems), commercializers (figuring out how to make profits), and stewards (getting systems built and deployed) of technology in an organization.

A technology leader is not only responsible for delivering products but also ensuring the presence of an effective technology-driven ecosystem. When a company misses key technological turning points, it is held accountable

The role of leaders with technical competence is evolving for companies. She:

  • Understand the technology life cycle.

  • Have knowledge of consumer persona.

  • Are a crucial link between technology and strategy.

  • Assess, manage and forecast technological innovations and assist technology transfers.

  • Are a connector between people and processes. They are willing to create cross-functional silos to find progressive ways to use technology and data.

  • View technology as a core aspect of business at all levels, not just the company’s products or R&D activities.

Four styles of technology leadership

Based on how much power a leader has to influence change and long-term value within an organization, four types of technology leaders can be identified by the degree of control and resources they require (derived from McKinsey).

The style of technology leader and leadership that best suits a company can vary.

  • Organizations that are less technology intensive can benefit from this Someone who makes something possible And Influencer type of leadership where a technology leader is likely to have a lower degree of control over business agendas, but can still advocate for change.

  • Enablers tend to be more management-oriented and focused on improving business efficiency.

  • Influencers are thinkers who can create space and acceptance within the organization for new technologies and tech innovation.

  • Organizations that are very technology intensive benefit the most from this Challenger And Owner type of technological leadership.

  • The Challenger style prevents multi-unit companies from becoming complacent and continuously improves them.

  • The owner’s style suits people who deal with one product or where products are of a similar nature (e.g. OEMs).

  • Further down the line, enablers and owners are best placed in terms of the ability to deploy resources. This makes them highly focused internally, unlike challengers and influencers who exert more impact on external environments.

To sum

Organizations are looking for consistent and measured growth, and digitalization can provide that for them. Having technical competence has become a core skill for strategists and business leaders. It is crucial to drive innovation, spot emerging technologies and reinvent activities.

Although technology strategists and leaders are rare, they remain highly coveted. Don’t be left behind because of the lack of expertise and exposure. Reinvent your leadership and develop capabilities to deliver technology stewardship with state-of-the-art business strategy certifications. Bring diverse perspectives from the technology field and rich experience to unite C-suite and board members on critical technology needs.

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