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Well, I'm aware of the "expense" part and have no issue with it. It's one more thing to think about. I'm more puzzled with the day to day differences... In so
by illuminated 6y ago
Well, I'm aware of the "expense" part and have no issue with it. It's one more thing to think about.
I'm more puzzled with the day to day differences...
In software it's - just software: code quality, making new features, fixing bugs, deployments, etc. Here it's much less software, more hardware and mostly it's organization-wide processes involving IT. Is this doable for someone who's been dealing with 99% of software related issues? Can transition happen?
- giantg2 6y agoOh, ok. I think it would be doable. If you're the head of all of IT, I would find positions or advisors for software, hardware, and security. Something like 'software process champion' or the subdivision head of software. Hopefully there are knowledgeable people internally that could fill that type of role. I think the most important thing as a leader is creating a network of advisors to give you thoughtful advice, and then being able to weigh the options and even synthesize your own. There are plenty of consultants and research groups (Gartner etc) that can also be helpful in large-scale transformations.
- illuminated 6y agoYeah, I get that. Thanks a lot. My plan would be to do something similar. Assess the situation (in terms of software, hardware, processes, etc.) and assess the people at hand and move on from there, like with any other managerial position.