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The CTO and the PMO that supports the CTO,

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basically, plays two key roles in large scale programs.

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One is focus your organization on what really matters.

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Know where most value is going to get realized

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and ensure that this is at the center of attention

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and the second one is ensure there's a narrative,

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that people buy into both the need for change,

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but also the aspiration,

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what you're gonna be when you're done.

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What the CTO then can provide is a structure in which

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people focus on what creates value,

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so understanding where is our biggest opportunity

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and then channeling the energy towards it.

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So a CTO job is obviously quite challenging.

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We think there is four characteristics

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that really help within it.

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One is persistence, so be persistent in what you do

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without being stubborn, that's a fine balance,

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but an important one.

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Second one is hyper-vigilance,

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meaning you need to be the right degree of paranoid

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about opportunities and risks to your programs,

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have your antennas out there, understand what's going on.

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The third one is flexibility.

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There's no program which will actually unfold as planned,

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so you need to stay flexible, you know need to stay focused

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on the value and you need to be able to adapt throughout

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and explain to others how and why you adapt.

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Last but not least, the fourth one

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is around being the change agent yourself.

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We think, about every three to six months,

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big programs actually pivot and change

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how they are operated, how decisions get taken,

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how initiatives are run.

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Be active, be proactive, show that change can be done,

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you'll actually role model and therefore

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pull everyone behind you and energize them.