CTO Dwayne Allen on delivering transcendent business impact
The
core
is
that
multidimensional
competence.
Once
you’ve
got
that
core,
then
there
are
no
boundaries.
Typically,
that
core
goes
one
direction
— technical —
or
sometimes
two —
technical
and
industry.
The
core
is
that
multidimensional
competence.
Once
you’ve
got
that
core,
then
there
are
no
boundaries.
Typically,
that
core
goes
one
direction
— technical —
or
sometimes
two —
technical
and
industry.
It
could
be,
this
is
great
for
solutions
and
industries
because
you
could
do
more
in
that
bucket
and
stay
true
to
that.
Over
time,
it
could
be,
you’re
good
at
this,
you
can
develop
talent,
and
you’re
good
at
leveraging
a
strategic
partnership
to
deliver
any
deliverable.
So
those
are
two,
and
people
tend
to
stop
there.
But
guess
what?
We
can also go
into
the
business.
As
I
said,
I’m
on
sales
calls.
I
can
talk
to
someone
about
our
cloud
strategy
and
things
of
that
nature.
Even
if
you’re
not
in
a
business
unit,
you
can
be
such
a
contributor
that
if
there’s
a
strategy
conversation,
they’re
going
to
make
sure
you’re
in
the
meeting.
You’re
not
‘just
IT.’
The
collection
of
all
of
that presents
a
different
value
proposition.
You
could
then
be
a
candidate
for
a
board
of
directors
or
to
serve
in
some
advisory
capacity because now
you’ve
got
everything
covered.
You’ve
got
solutions
and
industries,
talent
and
partners,
business
and
strategy,
and
boards
and
advisory.
There
are
no
limits
—
you
transcend.
To
get
it
all
done,
you
have
to
galvanize
people
in
a
multidirectional
way.
It’s
really
having
a
360-degree
people
orientation,
isn’t
it?
I
call
it
the
paradox
of
leadership.
In
my
position
right
now,
I’ve
got
to
engender
enough
confidence
with executive
leadership
that I can
deliver
on
what
they’re
expecting
of
me.
At
the
same
time,
I
have
to
inspire
a
staff
to
deliver
that.
And
you’re
only
successful
with
both.
If
I
inspire
my
staff,
but
the
leadership
team
doesn’t
believe
in
me,
that’s
not
going
to
work.
And
then,
if
I
get
the
confidence
of
the
business
but
my
staff
doesn’t
deliver,
that
doesn’t
work.
So
you’ve
got
to
do
both.
How
would
you
sum
it
all
up
for
an
aspiring
IT
leader
who
is
looking
to
follow
in
your
footsteps?
Well
first,
it’s
a
journey.
You’re
getting
a
summary,
but
this
road
was
paved
with
bumps,
bruises,
setbacks,
and
a
few
failures.
The
key
is
to
not
let
that
hold
back
the
aspiration
or
vision.
It
will,
at
times,
require
some
resilience
and
courage,
but
IT
affords
us
such
a
unique
vantage
point
across
the
company. You’ve
got
to
embrace
learning,
stay
keenly
observant
and
be
agile.
We
can
leverage
insights
that
no
one
else
can
see
and
integrate
them
into
the
business
mindset.
While
IT
is
a
profession
we
do,
as
a
business
leader
and
strategic
thinker,
it’s
about
what
we
are.
Speak
the
language
of
the
business
and
focus
on
impacting
the
business.
Ask
for
business
responsibilities
in
addition
to
your
IT
discipline
—
and
ask
to lead
or
heavily
contribute,
not
just
participate.
Show
them
the
value
we
can
add.
It’s
possibly
so
much
greater
than
you
and
they
even
realize.
Go
for
it!
For
more
insights
and
advice
from
Dwayne
Allen
on
how
to
redefine
your
value
proposition,
tune
in
to
the
Tech
Whisperers
podcast.
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