New York City, NY (PRWEB) January 22, 2004
According to a Forrester study, 43% of IT budget dollars are spent on labor. In fact according to experts ÂpeopleÂ are the most expensive thing in a data center today. Not surprising, these facts coupled with global competition are fueling a huge effort on the part of companies to reduce the dollars spent on IT labor through automation and offshore outsourcing, while increasing the business value they derive from their smaller investments. As a result of the consequent reduction in the size of the in-house IT team and the increased focus on producing greater business results from smaller investments, the value companyÂs placed on the traditional core competencies offered by IT middle-manages, namely their technical savvy as well as abilities to organize and maintain an IT operation through an in-house team of workers, has declined. So, what can IT Âmiddle-managersÂ do to remain valuable and employable in this new business environment?
According to Joe Santana, co-author of Manage IT, a recently published guide for IT managers, the answer is for IT middle managers to move away from being super-technicians and maintainers of operational process and to develop new core competencies as innovators and supporters of alignment and value creation. Santana, whose book has been referred to by Howard A. Rubin, EVP and Board Member of META Group as a landmark book that is the first to fully integrate the notions of IT value with the IT workplace at the group and individual level, offers the following ten areas where IT middle managers should focus the development of their new core competencies for the 21st century:
1. Develop a clear understanding of how the investments your company makes in your team are designed to support the company objectives
2. Become an effective communicator of goals and direction relative to company objectives to your employees and supplier team
3. Gain expertise in determining the competency requirements for success for each role on your team as well as how to hire top players for those fewer in-house roles
4. Become skilled in determining the success requirements for suppliers and in selecting, implementing and leveraging the best suppliers for your company
5. Develop the ability to identify the innate talents of your people and to engage those special talents as fully as possible.
6. Develop skills in coaching and in developing individual team members to peak sustainable levels of work performance
7. Become adept in giving people more power and responsibility so that by sharing leadership you enable people to drive more collective value
8. Hone your skills and the tools that enable you to immediately recognize, reward and reinforce good performance on the part of your people and suppliers regardless of their proximity to your office
9. Become skilled in the art of motivating and facilitating team members and suppliers through the process of innovative thinking and developing new ways of working so as to continuously create new cost savings and competitive advantages
10. Become an expert in securing the full engagement and commitment of your employees and suppliers
ÂThe time is over when companies considered the person who was the best technician that was able to keep the operation running by managing an in-house department of doers as their most highly valued IT manager,Â states Santana. ÂCompanies today want and need IT managers that are nothing short of technical/business versatilists who have the ability to drive and support continuous innovation through a hybrid team of in-house employees and suppliers,Â he adds.
To learn more about Manage IT and/or obtain a free copy of the table of contents and the first chapter of the book, which helps readers to explore if this new type of IT management role is right for them or for someone they are thinking of promoting, visit http://www.joesantana.com/mit.htm
Joe Santana is an expert recognized by top management and IT thought leaders such as Ken Blanchard and Howard Rubin, Board Member and EVP META Group. He is a Director in a leading global technology outsourcing and consulting services company. His twenty-two years of experience as an IT executive includes buying, selling, and leading enterprise IT delivery teams in fast-paced business environments. His opinions on key management topics have become familiar to readers of well-known industry and business publications, including Fortune Magazine, ComputerWorld, CIO Magazine, HR.com, TechRepublic and the Outsourcing Journal. Joe is also well known for his motivating keynotes, seminars as well as radio and television appearances.