Working with a CTO / VP of Technology

Bill Wishon a friend of mine provided me with helpful insights on how to work with a CTO and categorized the CTO/VP of Technology in five distinct different styles;

THE GENIUS - The ones demonstrate the power of an idea championed and largely matured by single person. Examples are Steve Wozniak at Apple and Sergey Brin at Google

THE EXECUTIVE - The Executive CTO is a businessperson who measures innovation, research, and experimentation by the contribution it makes the company’s revenues and future competitive advantage. For example is Dr. Malcolm O'Neill, CTO at Lockheed Martin

THE DIRECTOR - The Director often is a leading scientist or researcher who has shown a talent for organization, handling exceptional people, and visioning the future. An example is Pat Gelsinger, the first CTO at Intel Corporation.

THE ADMINISTRATOR - The CTO who defends the organization’s budgets from overspending on technology products, services, and project labor. This one is prepared to negotiate with outside vendors and service providers to insure that the company is receiving the resources it needs, but is not overpaying for these. Example is Jeffery Pound - CTO Air force research laboratory

THE ADVOCATE - The Advocate CTO who is generally focused on the customer’s experience of and interfaces with the company. These CTOs do not usually direct the creation of technology, but rather select and combine the best products for their specific business capabilities. Great example is Rob Carter, CTO of FedEx.


The CTO Spectrum of responsibilities covers

1. Advise - Provide advice on company products, services, strategy, and structure. Similar to other corporate executives, but with a uniquely technical competence


2. Value - Aid in the valuation of internal businesses or of potential acquisitions. Provide analysis and opinion on the value of product portfolios, patents, facilities, and skilled staff


3. Vision - Build a vision for what technology will make possible, how it will impact a company's business area, and how to squeeze the most value from these changes


4. Communicate - Communicate the vision of the company to its own technical staff, to industry groups, and to the technical trade press. Engage these groups with terms from their own domain and with the personal credentials to be respected
   
5. Manage - Lead and manage the R&D labs or operations that involve significant technologies to the company. Build internal expertise in new areas and create young new leaders to replace the current CTO and other senior members


6. Innovate - Participate in research and product creation directly. Be a significant part of innovative products, such as Steve Wozniak with the first Apple computer


7. Implement - Follow up and track the realization of the plans set forth in the vision

Simple steps to have a great meeting with a CTO/VP of Technology

• Prepare yourself, establish NDA beforehand and prepare a list of questions


• Determine the CTO/VPT style


• Research the responsibilities of this particular CTO/VPT


• Ask for approval to take notes


• Take the time to build awareness and understanding for your companies core competencies with crisp messaging supported by practical examples


• Relate your core competency to the CTO/VPT company’s vision, and mission by asking Implication and Need Development style questions


• Respect time, and allow these folks to make the next meeting


• Appreciated gifts for a VPT/CTO in general are good articles/magazines/books/etc.


• Share your findings in the form of minutes of the meeting and/or a synopsis of your research

Source: Roger Smith / CTO US Army Simulation, Training and Instrumentation