The Five Types of Technologist

Transcription

1 ebook The Five Types of Technologist appdynamics.com Ayman Assaf The Five CIO for Compliance, Regulatory, Risk & Finance BP Trading Types of Technologist Meet the technologists set to tackle the challenges of tomorrow To better understand the current environment in which technologists are operating, AppDynamics has undertaken comprehensive research to uncover the aspirations, challenges, and priorities for technologists today, from Board-level directors and CIOs, to senior and mid-level IT management. This comprised of: Interviews with 1,000 IT professionals in organizations with a turnover of at least $500m Interviews conducted across five markets - US, UK, France, Germany, Australia - and throughout a range of industries, including IT, financial services, retail, public sector, manufacturing and automotive, and media and communications All research was conducted by Insight Avenue in March and April 2018.

2 2 Introduction Over the next 30 years, the world we live in will change dramatically from the one we know today. Technology innovation will provide us with a whole new landscape of exciting opportunities and possibilities, and enable us to interact with organizations in new ways, while becoming increasingly intrinsic to our daily life. However, technological advancement will also pose a serious threat to our prosperity and very existence, where it overtakes our ability to harness it and deploy it in a measured, sustainable way. Technologists will need to rise to the challenge of developing and maintaining a highly-advanced technology ecosystem, supported by reliable software applications, to ensure it remains in harmony with our needs and desires. Our future existence will come down to the skills, knowledge, ambition and beliefs of the people in our industry. In our latest research study, The Agents of Transformation, we set out to identify the skills, mindset and ambition that technologists need to meet the challenges ahead, and to explore the environmental conditions (including culture, leadership and tools) that are needed in order to drive innovation. This study reveals the emergence of Agents of Transformation, the elite technologists already primed and equipped to be transformation leaders within their organizations and beyond. Beyond this select group, we found a community of technology professionals that are determined, motivated and excited about the unique opportunity they have to deliver innovation and change within their organizations and to shape a better future for all. We identified five typologies of technologist, all of which have an important role to play in driving innovation and digital transformation programmes.

3 s 3 1. The Agent of Transformation

4 4 The Agent of Transformation A G E N T S 3/4 O F Agents of Transformation possess the skills, ambition and vision required to drive innovation and, what s more, work within an organization that has the culture, leadership and tools in place to enable successful digital transformation. Agents of Transformation operate at the forefront of transformation initiatives, but they never stand still. They recognise the need for constant personal development and learning in order to remain relevant, drive their organizations forward and fulfil their own personal ambitions. Agents of Transformation represent only a small percentage of technologists (9%), so they should be highly valued by their employers. Indeed, such is their drive and ambition, and their hunger for new and stimulating challenges, that almost three quarters of Agents of Transformation are likely to leave their current organization within the next two years unless they have the opportunities to drive meaningful innovation. They naturally look to operate where there are major technology problems to solve. T R A N S F O of Agents of Transformation are likely to leave their current organization within the next two years unless they have the opportunities to drive meaningful innovation The challenge for employers, therefore, is to do all they can to create the right environment and provide the right tools for these individuals to thrive. It s also important for organizations to see transformation not as a project that has a start, middle and end, but as a continual journey where they are always looking to innovate and improve, thus allowing Agents of Transformation to play a major role in driving the business forward. As well as possessing the skills, vision and determination to drive innovation themselves, Agents of Transformation are also true team players, able to communicate and collaborate with other people, both inside and outside of the IT department. They have an ability to educate and reassure colleagues, whilst also inspiring others to push themselves and take on new challenges. R M A T I O N Michael Makar Sr. IT Manager World Bank These technologists understand that every business today is a software business and that digital services are the spearhead to innovative new ways of working and engaging with customers. Agents of Transformation are the ultimate technologists, equipped to meet the challenges of the next thirty years, to shape a positive, sustainable future, and to leave their legacy on the world.

5 The Agent of Transformation 5 Personal attributes Organizational environment Optimistic about the opportunities presented by technological innovation Cares deeply about the impact of technological advancements on society Motivated by leaving a lasting personal legacy Highly focused on continuous improvement and takes ownership of own career and development Looking to develop big picture thinking and ability to work collaboratively Always focused on the outcomes to customers, their business and industry Concerns and barriers Technology innovation outpacing society s ability to harness it Peers in other organizations are progressing at a faster pace Not having the right contextual, factual data and tools to provide insight to make informed decisions Able to fulfil potential within current organization, with 70% of current activity having a positive impact on the business Believes that modern technology and training are essential to becoming an Agent of Transformation Believes that organizations must prioritize software and technology investment to enable technologists to become Agents of Transformation Views software or applications as essential to innovation and business success Is data-driven, believes in using factual, contextual data to inform decisions Feels that high quality digital services are now fundamental to reaching customers Feels there is a clear career path ahead The future Hungry to work on ambitious, groundbreaking innovation projects over the next two years, within current organization or elsewhere Wants to work with other Agents of Transformation to drive change

6 6 Ayman Assaf CIO for Compliance, Regulatory, Risk & Finance BP Trading When you work for a disruptive business, incremental or gradual changes simply don t cut it. So throughout my career, I ve always adopted the try fast, fail fast mentality, where you look at new technologies and ask yourself, is this going to transform and disrupt? Is it going to improve performance and drive increased value to the business? If the answer is yes, then you must move quickly and decisively.

7 s 7 2. The Digital Pioneer

8 8 The Digital Pioneer The Digital Pioneer can very much be viewed as an Agent of Transformation in waiting. He or she has an optimistic and collaborative mindset and possesses many of the skills required to drive change. However, he or she needs to build the confidence and courage necessary to lead genuine transformation within the business. Through developing a more strategic and commercially-focused approach and becoming more outcome-oriented, by focusing on customer and business value, the Digital Pioneer can start to deliver genuine innovation within an organization. Whilst for the most part Digital Pioneers work within forward-thinking organizations that are open to innovation, they can sometimes be hampered by not having the right structures and processes in place, or not having access - at their moment of need - to the tools and insights around digital services, to deliver results. Accounting for 25% of all technologists, Digital Pioneers are a vitally important part of the IT department and the overall enterprise. They think big and see the critical role that they need to play to ensure technological advancements lead to positive and sustainable change within society. They currently work closely with Agents of Transformation, championing new ideas and helping drive innovation projects through to a successful conclusion. Digital Pioneers see a clear need for more Agents of Transformation within organizations and they have the appetite to make the step up themselves. The challenge for these individuals is to develop their commercial and collaborative skills and to ensure they have the culture, tools and contextual data to progress to become Agents of Transformation. If they can achieve this, then the impact on IT departments, organizations and digital transformation programmes as a whole will be monumental.

9 The Digital Pioneer 9 Personal attributes Organizational environment Optimistic about organizational and personal readiness to cope with change Cares about the impact of technological advancements on communities and wants to leave a lasting legacy through his/her work Takes ownership for career development and fulfilling ambitions Looking to become more outcome-oriented, to focus on overall customer and business value, and to develop strategic thinking Struggling to fulfil potential within current organization and current role Considers that around 60% of his/her current activity is having a positive impact on the business Believes that having modern technology, the right data and insight on digital services, clear goals and quality training are essential to becoming an Agent of Transformation Concerns and barriers The future Lacks clear career path Being held back by rigid structures and processes, organizational culture and not having access to the right tools to quickly derive insights from software and technology data Needs to find ways of turning data into information that is in business and customer context, faster Excited about the prospect of becoming an Agent of Transformation, and working on interesting projects, inspiring other technologists and building skill sets Eager to work on exciting and interesting innovation projects within the next two years, within current organization or elsewhere Wants to work with more Agents of Transformation to drive change

10 s The Untapped Hero

11 11 The Untapped Hero The Untapped Hero is very much the engine room of the IT department, a taskdriven technologist who uses the tools and data at his or her disposal to deliver the high-quality work that the organization relies on. Making up 15% of all technologists, Untapped Heroes work within organizations that are for the most part providing the culture and leadership required to stimulate innovation. These technologists also have at their fingertips much of the data, tech and tools needed to drive change but require the skills and vision to utilise this data and turn it into contextual insight. Focusing on this area will allow them to operate at a more strategic level and become more influential within the organization. Untapped Heroes are aware of the possibilities that technological advancements offer to them and their organizations and they can see the urgency of true innovation in order to shape a better future. The challenge they face is to build up the right skills, commercial understanding and confidence, to think more creatively and be able to lead innovation programmes. More importantly, they need to take responsibility for their own career progression and development, rather than simply relying on their employers and colleagues. Given the levels of trust and respect that these technologists have built up through their hard work and results within the IT department and wider business, and the culture in which they operate, Untapped Heroes are in a great position to step up and deliver more strategic work and progress on their journey towards becoming an Agent of Transformation.

12 The Untapped Hero 12 Personal attributes Organizational environment Master at keeping the organization s IT systems operating smoothly Focus on successful day-to-day running of IT applications means little time to think about bigger picture Concerned about own readiness to cope with pace of change Looking to become more curious and develop creative skills Doesn t feel as though potential is being fulfilled in current role Believes that only half (56%) of his/her current activity is having a positive impact on the business Believes that organizations must prioritise technology and invest in modern technology in order to produce more Agents of Transformation Needs help putting ideas and vision into practice Less likely to understand how high-quality software and applications are fundamental to customer satisfaction Concerns and barriers The future No clear path for career progression Lacks the skills to turn data into contextual and factual insight to help drive decisions Insufficient time to think strategically and develop skills Held back by rigid structures and processes Aspires to become an Agent of Transformation to enjoy greater job satisfaction, to build up his/her skill set and to increase earning potential Looking to become more outcome-oriented, more customer and business-focused, and more decisive Unlikely to leave current organization in the next two years

13 13 Michael Makar Sr. IT Manager World Bank To me, an Agent of Transformation is someone looking to drive transformation in their organization to help it succeed. Someone with the ambition and willpower, and someone who is doing it for all the right reasons. You need to have a vision of where you want to go and the ability to rally people to get behind you.

14 s The Frustrated Innovator

15 15 The Frustrated Innovator The Frustrated Innovator possesses most of the skills and character attributes to drive innovation but is hampered by the organizational environment in which he or she operates. Accounting for 25% of all technologists, Frustrated Innovators recognize the importance of rapid innovation and are eager to play their part in ensuring that technology is not seen as the root of societal problems. They are ambitious about their own career development and want to make a positive difference through their work. However, Frustrated Innovators find themselves working within organizations that do not have the culture, leadership or structures in place to foster and fast track innovation. What s more, these technologists are operating without the tools and data they need around digital services, to make fast and informed decisions that drive commercial results. It s important that Frustrated Innovators do not become disheartened about their organizational environment and give up on their innovation ambitions. Instead, they need to seek out other like-minded individuals within their organization and work together to effect the necessary structural and cultural changes to allow for greater innovation. They also need to be proactive in putting forward a convincing business case for investment in the cutting-edge tools that will enable them to access realtime data, gain better insight into software, applications and the technology stack, in order to deliver better results. Frustrated Innovators already have many of the personal skills and visionary thinking needed to be an Agent of Transformation. Now they need to grit their teeth and forge a path through their organizations, collaborating, communicating and reassuring others along the way, to break down the organizational barriers in front of them. Do this, and these talented technologists will be set to strive for the top and become Agents of Transformation.

16 The Frustrated Innovator 16 Personal attributes Organizational environment Confident about own readiness to cope with rapid technological advancements Takes responsibility for own career progression and development Believes it is employers responsibility to produce more Agents of Transformation, rather than down to technologists themselves Looking to become more outcome-oriented and software-savvy, and develop analytical skills and big picture thinking Pessimistic about readiness of organization for innovation and transformation Unconvinced about IT leadership within the organization Hugely unfulfilled in current role; less than half of all activity having a positive impact on the business Doesn t have easy access to factual data or tools to provide insight when making decisions Believes that organizations must have a clear vision, prioritise technology and increase technology budgets, to enable technologists to become Agents of Transformation Concerns and barriers The future Technology innovation outpacing society s ability to harness it Peers in other organizations are progressing at a faster pace Not having the right contextual, factual data and tools to provide insight to make informed decisions Eager to become an Agent of Transformation to enjoy greater fulfilment, work on exciting projects and develop skills Committed to current organization for next two years and seeking to work alongside Agents of Transformation in order to progress career

17 s The Disillusioned Dreamer

18 18 The Disillusioned Dreamer The Disillusioned Dreamer is the dependable employee of the IT department, working hard every day to keep systems up and running and limit the impact of potential IT issues. He or she spends much of their time working on seemingly mundane - but critically important - tasks and has very little opportunity to get involved in more strategic, innovation-focused projects. Accounting for 26% of all technologists, Disillusioned Dreamers are the largest group across the five typologies. Their focus on executing tactical tasks means they feel unsure about their own skills and abilities to become drivers of change. What s more, they work in organizations without the culture, leadership, vision or tools to drive effective transformation. Disillusioned Dreamers may view becoming an Agent of Transformation as a distant or impossible dream, but it s essential that these technologists continually look to develop their skills, both technical and commercial, and seek to drive cultural change within their businesses. They should take pride in their current work and recognize the part they play in providing effective IT systems to their organizations and how this supports driving value for customers and their business.

19 The Disillusioned Dreamer 19 Personal attributes Organizational environment Less likely to recognize the opportunities brought about by rapid technological advancements or see the urgency of true innovation for organizations and wider society Limited understanding of how high-quality software is fundamental to reaching customer Less concerned about peers progressing and excelling faster Severely unfulfilled in current role; only 45% of activity having a positive impact Pessimistic about readiness of organization for innovation Unconvinced by abilities of IT leaders within the organization Looking to develop collaborative and analytical skills and improve creative thinking Aiming to become more outcome-focused and software savvy Concerns and barriers The future Believes path to becoming an Agent of Transformation is blocked by personal shortcomings as well as organizational issues Being held back by own lack of skills and structural and cultural barriers within the organization Fears lack of Agents of Transformation will prevent his/her organization completing transformation initiatives and also damage morale amongst employees Inspired to become an Agent of Transformation to work on interesting projects, to learn and develop their skill set, and to inspire other technologists to progress in the same way Unlikely to leave current organization in the next two years

20 20 André Sayfi IT Project Manager WWK You have to have a childlike enthusiasm to convince people and change attitudes. This is the only way to move things forward and avoid resistance.

21 21 Find out what type of technologist you are and get tips on how to become an Agent of Transformation by taking our 5 minute Agents of Transformation Assessment.

22 22 Plotting a route to become an Agent of Transformation Only 9% of technologists can currently be considered to be Agents of Transformation but our research highlights the urgent need for more. Indeed, technologists believe that the proportion of Agents of Transformation will need to reach 45% 1 within the next ten years in order for organizations to adapt to the rapid pace of technological advancements and remain competitive in the market. Evidently, there is a huge gap that needs to be bridged as a matter of priority and it would be wrong to think that there are any easy or quick fixes. However, the research does paint an extremely positive picture of a community of technologists who are ambitious and driven to develop their own skills and attributes, and effect cultural change within their organizations, to become Agents of Transformation. They are ready and willing to embark on this journey. 1 Source: The Agents of Transformation Report, 2018 For some technologists, such as Digital Pioneers, becoming an Agent of Transformation is already within touching distance. It s a case of fine tuning their skills, developing the right mindset, and equipping themselves with the tools and insight to take a more strategic outlook. If these professionals (making up 25% of all technologists in the IT department) can achieve this over the coming years, it would have a profound impact on the ability of thousands of organizations to deliver innovation programmes and achieve their digital transformation goals. For other technologists, becoming an Agent of Transformation will be a longer, more complex journey. Some will need to develop their own skills and approach, whilst others will need to work to create the right environment to stimulate innovation in their organization. Whatever the obstacles that need to be overcome, the journey for every technologist will be exciting, inspiring and hugely rewarding. Technologists should take the time to reflect on their current role and the type of work they are performing. By taking the Agents of Transformation Assessment, they can find out which typology best describes their current status, benchmark themselves against other technologists within their industry, and identify the tangible steps they can take to progress towards becoming an Agent of Transformation.

23 23 Some steps all technologists should consider Getting trained up in new areas of technology Staying abreast of new innovations and technology trends by reading up on the latest technology advancements Thinking about how they can push themselves forward to be involved in innovation-focused projects Finding a business mentor to help and inspire them on their journey Ensuring they have factual data and insights that help to make informed decisions around software, applications and the associated technology stack Spending more time engaging with stakeholders across the business to ensure a greater level of mutual understanding Finding like-minded individuals inside and outside of the IT department with whom they can collaborate to influence others, alter mindsets and drive cultural change Exploring new technologies that can support their innovation goals and then building a robust business case to make the necessary investments Reading The Agents of Transformation Handbook by AppDynamics which is a handy point of reference to help technologists on their journey to becoming an Agent of Transformation

24 24 Conclusion The journey to becoming an Agent of Transformation is the lens through which all of us who work in the technology sector need to start viewing our jobs, our careers and the wider world. We need to acknowledge and accept our role in preparing our organizations and wider communities for the huge changes that our world will experience over the next three decades. We need to ask questions of ourselves, our colleagues and our leaders, to ensure that our work is focused on driving change and having a lasting impact. We need to create cultures and structures which enable and champion innovation, rather than resisting it, and ensure we have the right skills, tools and technologies to make sound, strategic decisions and deliver positive outcomes. Time is of the essence. We cannot afford to hesitate or delay, hiding behind our own personal fears or using environmental frustrations as an excuse for inaction. Where we see barriers, we need to take ownership for bringing them down and then move forwards to achieve our goals. As technologists we are setting off on what promises to be a thrilling journey over the coming years. It will be unpredictable, challenging and no doubt daunting at times, but it will also be unbelievably exciting, rewarding and worthwhile. It is time for technologists to grasp the opportunity in front of them, to rise to the challenge and forge an amazing future.

25 s 25 It s time for Agents of Transformation to take center stage. The term APPDYNAMICS and any logos of AppDynamics are trademarked or AppDynamics is registered trademarks of AppDynamics, LLC AppDynamics is now part of Cisco