Changing personnel is a normal part of running a business, however changes among senior management require care and diligence. Sometimes change is required when a senior executive moves on to another company. More fraught are those times when change is demanded by inconsistent results and the decision is made that change needs to be more comprehensive, a paradigm shift away from tradition and toward a new, more effective way of doing business. IT changes at the top are often made to facilitate cultural and behavioral change, reflecting the fast pace at which technology evolves and the need for a regular infusion of fresh blood and new ideas. Those new ideas can include ways to empower workers, open new lines of communication, facilitate exchange of knowledge and ideas, align IT goals more closely with organizational vision, and more. Key to making a successful change is to commit to the effort fully, without giving in to uncertainty. Here follows a closer look at the potential benefits that accrue with a game changer in your IT leadership.

Aligning IT strategy with overall vision

A change in IT leadership may be necessary to create an organizational culture able to capitalize on the benefits of aligning closely IT strategy with overall business vision. We have examined those benefits closely in other columns, but the understanding now is almost instinctive that companies can optimize efficiency and create new opportunities when IT leadership is in close support of long term goals.   If the current IT culture is one simply of maintenance, troubleshooting and day-to-day management, a leadership transition to a more aggressive, forward-thinking stance can cue cultural and behavioral changes able to seize the initiative. The necessity for this type of change is more often found in older companies, where the board is unfamiliar with the transformative power of technology.IT Solutions company

Risk management and enabling skill transfer

Skill transfer is essential to managing risk. Skill transfer insulates organizations from upheaval that attends the loss of senior management and key personnel. It also is a way to empower personnel, enable the most important burdens to be shared, and promote communication and new dialogue. One of the most persistent barriers to skill transfer is resistance at the top from an established hierarchy that suppresses sharing. A cultural change can help dispel hierarchical barriers, as well as other organizational problems including managerial direction that does not communicate the benefits of knowledge sharing, lack of rewards for sharing, internal competitiveness that frustrates skill transfer, and large business units that frustrate easy knowledge sharing.  
Managing the transition to new leadership Knowing a change at the top is needed is important, successfully managing that change is crucial. Where do companies look for the next generation of IT leadership? Most start within, beginning with a thorough review of key IT personnel, their roles, and their capacity to perform capably in a leadership context. Here is the conundrum: searching for able IT leadership almost always requires the efforts of an able IT leader. Companies that lack that leadership find themselves in a chicken-and-egg scenario that is difficult to circumvent. One potential solution is to look outside the organization for a third-party CIO-CTO services provider, including virtual CIO-CTO services. An outside perspective can be very informative and provide the context required to efficiently analyze where organizational IT assets stand, where they need to be, and the best course to get from A to B.  
Moving forward with change  Considering an organizational cultural and behavioral change can be frightening, especially in IT, where many board executives find themselves on unfamiliar ground. How do you know what you need? If you know, how do you articulate your vision within a technology context? When analyzing results, how do you measure success?   A transition to new leadership does not need to be intimidating. Maintain your organizational vision and find ways to allow technology to contribute in meaningful fashion. Keep lines of communication open. Trust and empower key personnel. Manage conflict successfully.   If results begin to falter and the future looks uncertain, begin by looking inward – does your company need to transition to a different style of IT leadership to capitalize on the market realities of today?   Having worked with several different organizations requesting every different IT need companies feel comfortable getting a second opinion or a different insight.  We encourage you to contact our IT transition professionals to get a new outlook to your situation.  You may have a need and benefit from our IT Transition Services .Make sure your IT solutions are covering all the bases and by contacting our IT solutions Company especially if your making a leadership transition.   I’m confident that you’ll be well pleased with our expertise.