Why most companies get the CTO they deserve

If a CTO only learns about a project when they’re asked to deliver it, it says the company sees the technology team as a delivery unit, and not much more. Don’t get me wrong, delivery is important, but a CTO should also be involved when ideas are being shaped, and before critical decisions are taken.

You don’t need the CTO for every conversation, but if it is a technical project, the feasibility often rests on how much it will cost, how long it will take, and of course, what impact it has on in-flight projects. Who better to answer those questions than the CTO?

The 20th century competitive landscape requires most companies to be a tech business, so it makes sense to get as much technical input, before deciding. However, just because it’s obvious, doesn’t mean it will happen. Most companies I worked for, only talked to the CTO when decisions have been taken, and it’s time to deliver.

# Why

I’ve heard various reasons over the years why the CTO’s only consulted when a project needs to be delivered:

• “The CTO job is to deliver, not strategise”.
• “CTO’s don’t have the necessary commercial/product skills”.
• “The CTO isn’t interested”.
• The CTOs too busy (probably with the fifty other JFDI projects that were thrown over the wall!).
• We had enough technical “expertise” around the table.
• It wasn’t a “technology” project. (Amazing how many non-technology projects land on the CTOs doorstep!).

It frustrated me no end hearing about a project after all the decisions were taken. I lost count of the number of times I had to point out there was a cheaper, or faster alternative to get the same outcome. Even worse were the energy sapping conversation about why the technology team couldn’t part the Red Sea to deliver another “critical” project in an already full roadmap. Yes, I know, “the company will die if we don’t do it”, but what’ll kill us first, is thinking there is limitless capacity, and acting like busy fools.

Annoyingly, many CTOs seem to be okay with having no say, because, let’s be honest, most CTOs don’t spend enough time learning anything beyond technology, confirming the view the CTO doesn’t have the right skills to contribute.

The technology and business collaboration chasm is a leading reason so many projects fail. The bigger the company, the worse the problem seems to be.

# Choices have consequences

What!? How many jobs does that add up to? How many actually useful projects could’ve been delivered? The cause, according to Forbes:

If there’s a lack of talent, surely you’d want the talent you do have, at the table? Sadly, I do think many corporate cultures are anti-technology, but few would recognise, or admit it. If everyone understood the consequences of poor collaboration, I’ve no doubt things would be different. The problem is, it is not immediately apparent, if ever, what the true cost is. Companies rarely carry out retrospective cost-benefit analysis, because they’re too busy with the…next new shiny thing.

My takeouts are:

• Ensure the CTO’s involved in defining the strategy.

• Ensure the CTO has the necessary business skills and not just technical skills. If they don’t, then help them acquire them.

# CTOs come in many flavours

Technology has become so expansive, it’s not possible for one person to know every area. Most CTO’s understand a wide breadth of areas, but a business may need a CTO with specific expertise. But companies rarely know what they need, let alone look for the right candidate. It’s the equivalent of assuming any medical doctor will suffice, regardless whether they’re a pediatrician or a gynecologist!

To make the challenge even harder, a company may need a CTO with product expertise. Good luck, because those CTO’s are rarer than a hen’s teeth!

If you’re hiring a CTO, and don’t feel qualified to understand the type of CTO you need, then get help. There are plenty of consultancies who’ll help.

Companies who don’t understand the nuances of technology, risk hiring the wrong person. It doesn’t matter how good the CTO is if they’re not the right fit. If you’re shooting in the dark……you’ll get the CTO you deserve.

# References