3 Things to Take Control as a CTO

A CTO can only control a few things.

He usually can’t control his agenda, nor its teams — even if he thinks so to reduce stress.

Nevertheless, stakeholders expect him to deliver a fulfilling vision like he is in control.

That comes through a systemic approach.

The CTO has to understand the unique challenges of the company to draw a trajectory that can leverage the forces of the ecosystem.

And that’s where a systemic CTO makes the difference by taking control of few — yet structuring referential — to use through the entire transformation process.

People referential

The CTO fails without the right people.

Actors are at the center of software production, actually solving the unique challenges with the right level of expertise, skills and behavior.

Yet, the initial state is usually not aligned. The CTO has to develop the ecosystem of talent prioritizing his efforts in incremental steps.

And for that, he must build the as-is referential of people.

Structuring a central people referential enables the CTO to:

• Know the exact numbers of people flowing in the organization