The CTO and the PMO that supports the CTO,
basically, plays two key roles in large scale programs.
One is focus your organization on what really matters.
Know where most value is going to get realized
and ensure that this is at the center of attention
and the second one is ensure there's a narrative,
that people buy into both the need for change,
but also the aspiration,
what you're gonna be when you're done.
What the CTO then can provide is a structure in which
people focus on what creates value,
so understanding where is our biggest opportunity
and then channeling the energy towards it.
So a CTO job is obviously quite challenging.
We think there is four characteristics
that really help within it.
One is persistence, so be persistent in what you do
without being stubborn, that's a fine balance,
but an important one.
Second one is hyper-vigilance,
meaning you need to be the right degree of paranoid
about opportunities and risks to your programs,
have your antennas out there, understand what's going on.
The third one is flexibility.
There's no program which will actually unfold as planned,
so you need to stay flexible, you know need to stay focused
on the value and you need to be able to adapt throughout
and explain to others how and why you adapt.
Last but not least, the fourth one
is around being the change agent yourself.
We think, about every three to six months,
big programs actually pivot and change
how they are operated, how decisions get taken,
how initiatives are run.
Be active, be proactive, show that change can be done,
you'll actually role model and therefore
pull everyone behind you and energize them.