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Purpose-driven leadership from a CTO perspective
“Many employees now expect their employers to fulfil a useful purpose within society and to make profit without inflicting environmental damage,” says Sameer Vartak, CTO of Lilli, which provides technology and services that enable people with health problems to live at home.
According to Vartak, many people now want to have an impact on more than just the bottom line. For a business to succeed, the line between building value and acting on business values has never been clearer and, consequently, the importance of a CTO as a leading figure within an organisation has come into even sharper focus – particularly with technology playing such a key role in driving businesses forwards.
“While it may be easy for a CTO to focus purely on the technology, it has never been more important for them to be putting values and purpose front and centre into their strategies. For a modern CTO to be successful, they must lead by example and build a strong, purpose-driven team culture, with everyone fully unified in their passion and commitment for what they are trying to achieve as a business. With this front of mind, CTO’s will be able to positively lead their team, generate meaningful strategies that have a wider impact, and ultimately, create products and services that have the potential to make real change,” says Vartak.
According to Don Schuerman, CTO and Vice President of Product Marketing at Pegasystems, to be the best, most strategic CTO leader possible, it’s no use locking yourself away in a high, ivory tower musing on the latest cool technology dreams.
“You need to be plugged into the entire business landscape, from the market to the buyer to the technology. The best CTOs know how to connect the technology with business outcomes and be adaptable in a fiercely dynamic industry.
“Adaptability to change is a good example of this – it can either creep up on you, or hit you suddenly, and you have to be ready for both scenarios. It is essential for CTOs to understand their clients’ needs and make sure these are met by the technology, and not be driven by the need or desire for technology itself,” says Schuerman.
Getting the right platform architecture necessary for flexibility
“In a world of accelerating disruption, organisations are looking for ways to rapidly create sustainable competitive advantage. With technology enabling the efficient creation of value to customers, having the right platform architecture in place is business critical. It is the platform that facilitates growth and efficiency, allowing you to more easily create new highly personalised services and expand with new partners or new channels.
“A headless, API-first, composable architecture is one way to facilitate this flexibility.
As the name suggests, a headless architecture allows you to separate the head/front-end from the body/back-end. The benefits are well documented: it’s decoupled, composable, fast, flexible, and efficient. API-first means that your content is powered by an API, but to extend the benefit further you should split up, or compose, your functionality into separate APIs so that they are independent and powered by an elastic microservices architecture.
“With a cloud-based headless, API-first architecture you benefit from agility and design freedom, the ability to choose from best-of-breed continuously, accelerated time to market, and a faster customer experience ‒ all while only paying for what you need. This architecture is efficient as upgrades and new features can be released with less effort. Allowing you to focus on the value you want to deliver to customers, now. Plus, building your ecosystem in independent areas means you can make your infrastructure work harder for your money.
“Although the benefits are vast, this type of architecture is not for every business. There are three common use cases: increasing ambition, driving agility, and reducing operational costs.
Are you transforming or mutating?
Patrick Tripp is SVP of Product Marketing at Cheetah Digital, who provide End-to-End Data, Marketing and Loyalty Solutions. Recent research indicates that more than nine-in-ten organisations now believe digital transformation is a key priority, but Tripp questions whether businesses are actually driving digital transformation, or instead suffering from ‘transformation fatigue’? He suggests that a helpful exercise is to start by distilling the difference between ‘transforming’ and ‘mutating.’
- Big vision and Common Goals
- New and Improved
- Agile and Robust
- Efficient and Scalable
- Mixed Vision and no alignment
- Old and New
- Clunky and Unknown
- Groupthink and Rigmarole
Providing customers and employees with the most engaging and relevant experiences
“When strategising, it’s beneficial to have an up-to-date knowledge of the latest tech trends as well as keeping your finger on the pulse with your Customer Success and Sales team. This ensures you’re providing your customers and employees with the most engaging and relevant experiences possible.
“The experience I’ve had working for different companies and in different levels of seniority has proved to be one of the biggest advantages when leading. Looking back on similar situations, understanding what worked and what didn’t, helps drive ideas for new innovative solutions.
“The pandemic has sparked talent shortages and having the ability to identify, recruit and retain talent has never been so important. This starts at the very beginning with your Talent Acquisition team, all the way through the hiring process, onboarding, and beyond. Ensuring a cultural fit and nurturing this culture within the team are the key ingredients to success for any CTO. So, in order to be a strong leader, a CTO needs to have the ultimate team behind them,” says Braga.