Transitioning from Technical Lead to IT Strategist
Enterprise organizations with large IT departments need IT strategists to help them devise proper IT strategy which enables the business to carry out their mission and help solve their problems.
In the transition from a Technical Lead to an IT Strategist, there is a fundamental shift in how one thinks and solves complex problems. I will discuss the differences between a Technical Lead as an individual contributor for IT projects, and an IT Strategist as an executive advisor for the Enterprise.
First and foremost, IT Strategists are- you guessed it- strategic thinkers! These individuals exhibit a combination of qualities. First and foremost, they should be big-picture thinkers who can provide guidance not only on what to do but also on what not to do. They should be critical thinkers who can operate at an abstract, higher-level, while also understanding the tactical and operational aspects to effectively connect the dots. Additionally, IT Strategists have a track record of aligning strategic objectives with tangible outcomes, demonstrating their ability to translate vision into action. In other words, they can help the CIO and CTO to build their IT Strategy with Objectives and Key Results (OKRs), and have the ability and skill set to action the OKRs into tangible solutions/deliverables.
Secondly, IT Strategists are also successful Technical Leaders. IT Strategists usually make their way up from the working level, where they have a portfolio of building complex Enterprise IT projects. As successful Technical Leads, these individuals have a track record of delivering large enterprise IT solutions, critical to the operations of the organization. As Technical Leads, they are able to address any bottlenecks with building the solution. And effective Technical Leads are able to get more resources for the project, be it more talent, more education for the team, and/or better infrastructure/tools. Additionally, effective Technical Leads are not deterred by legacy systems and the status quo. If a new system and process are needed, they utilize workarounds while mitigating risk for the Enterprise, until IT governance catches up to oversee this new disruptive IT solution. But not all Technical Leads can become IT Strategists. What differentiates them is the complexity, breadth, depth, and impact of their deliverables to the Enterprise.
Thirdly, IT Strategists are able to handle interpersonal conflicts, and in turn can transform those conflicts into brainstorming events where different ideas are addressed and considered. The objective is no longer about being the smartest person in the room, nor being the most ‘right’ one- it is now about hearing people out and validating their concerns, which in turn helps to make the solution better, with ‘out of the box’ thinking and multidisciplinary collaboration. Instead of becoming defensive when a colleague challenges you, strategic individuals welcome others’ input and initiate a discussion. This allows for alternative analyses, weighing the pros and cons of different approaches. By staying patient and open to different perspectives, IT Strategists are able to find a middle ground that incorporates the strengths of both approaches. This not only resolved the challenge but also led to a stronger, more well-rounded solution.
Finally, IT Strategists ascribe to well-known frameworks that they incorporate into their processes for coming up with solutions and ideas to complex problems. My process for coming up with solutions and ideas is structured yet flexible. I often leverage established frameworks like the 5W (Who, What, When, Where, Why), the Minto Pyramid Principle, and design thinking methodologies. These frameworks help me structure my thoughts and approach complex problems systematically. However, I also recognize the importance of creativity and adaptability. I encourage brainstorming sessions with cross-functional teams to foster diverse perspectives and generate innovative solutions. This combination of structured thinking and collaborative ideation has consistently led to effective and innovative outcomes in my projects.
These frameworks serve as valuable thinking tools, enabling me to dissect complex issues, identify key components, and communicate solutions effectively. By systematically addressing the essential elements of a problem using these frameworks, I can develop well-structured strategies and ideas that are both comprehensive and coherent.
But there is still an art to this- in practice, it’s not as structured as these formal frameworks will have you believe. As an IT Strategist, you adapt these frameworks as needed, combining them with other problem-solving methodologies and creative thinking techniques to tailor your approach to the specific challenges you encounter in your role as an executive advisor who also actions the strategy/vision. IT Strategists are versatile, yet have the ability to apply structured thinking to various situations.
In future articles, I will expand further on the well-known frameworks such as the 5W, Minto Pyramid, and design thinking methodologies, so that you too can become an effective IT Strategist.
And in another future article, I will detail the role of the AI Strategist, a sub-specialty of the IT Strategist role.
This article should help you as a Technical Lead to transition into an IT Strategist, and to obtain mentoring, education, and opportunities to get you to this position requiring niche skills and expertise. Do you have what it takes to become an IT Strategist? Contact me below for more information and help for this major career move.
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Enterprise Data Science Consultancy: With my consult team comprised of a Senior Data Scientist, Senior ML Engineer, Senior Data Engineer, and Senior Cloud Engineer, we will help you architect and build your Enterprise Data Science platform, and transfer knowledge to your IT team to maintain and optimize it. We will also overlay an MLOps framework to manage the AI solutions you build on this platform. If you don’t have an MLOps team, we will help you build one. Please get in touch about this consultancy here
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Thanks for this, what are the steps you take to map business strategy to IT strategy?