When James McPartland took on the CIO role at Torchmark Corporation in 2014, he had a big task before him: Show the rest of the business that IT could help drive growth.
Not all IT leaders like the term DevOps: Some prefer to just call it the agile way of working. But however you describe it, this style of working – which prizes speed, experimentation, and collaboration, all happening on nimble, cross-functional teams – has taken the enterprise by storm. It has demanded new IT leadership strategies. Above all, it has demanded culture change, as teams ditch old processes, rip down rules between groups, and accept “failures” as quick lessons on how to iterate their way to better products and services. For this kind of change, you need the right people.
Whether you're a DevOps job seeker or you're hiring DevOps experts, this guide delivers peer-to-peer advice from IT leaders and DevOps practitioners, who know the challenges all too well, as well as insights from related experts such as recruiters.
Download the guide for practical advice, analysis, and statistics on the state of the DevOps hiring market.
Are you leading by an outdated rulebook? The future is being built on new technologies, data, and digitization. To transform and compete in the face of disruption, top chief information and digital officers – true transformation masters – are rewriting the rules of CIO leadership.
This new research from Harvard Business Review Analytic Services identifies seven new rules of leadership based on interviews with leading technology executives, including CIOs from Adobe, AT&T, Cardinal Health, Toyota, Vanguard, and Walmart.
Download this report to learn their secrets for breaking down walls, resetting expectations, and leading in a completely new model.
Sydney Finkelstein, author of this Harvard Business Review article, has spent more than 10 years studying world-class leaders, and he found that the ones who made the most lasting, positive impact on their employees were great teachers, through and through. They didn’t wait for formal reviews or structured career path meetings to impart their knowledge or share advice. Instead, “They routinely spent time in the trenches with employees, passing on technical skills, general tactics, business principles, and life lessons. Their teaching was informal and organic, flowing out of the tasks at hand. And it had an unmistakable impact: Their teams and organizations were some of the highest-performing in their sectors,” writes Finkelstein. In this article, he outlines lessons for all leaders based on his observations of these great teachers – including what to teach, when to teach, and how to make lessons stick.
If an honest employee and a dishonest employee are working side by side, whose behavior is more likely to change to match that of their peer’s? Unfortunately, it’s much easier to learn bad behavior than good, according to research by Stephen Dimmock and William C. Gerken, authors of this Harvard Business Review report. In it, they drill down into the specifics of their research, including the factors that make employees more likely to mimic the bad behavior of their peers. Why is this research important? “Understanding why co-workers make similar choices about whether to commit misconduct can guide managers in preventing misconduct,” they write. Download this article to learn more.
In a world of social media and 24/7 news coverage, finding a quiet moment to think is becoming all too rare. But it’s important, say authors Justin Talbot-Zorn and Leigh Marz in this Harvard Business Review article. ”Recent studies are showing that taking time for silence restores the nervous system, helps sustain energy, and conditions our minds to be more adaptive and responsive to the complex environments in which so many of us now live, work, and lead,” they write. Even busy people can and should make the time for periods of sustained quiet in their schedules, they argue. Download this article to learn Talbot-Zorn and Marz’s four practical ideas for cultivating quiet time.
Are you hiring exclusively for A players? Or are you trying to find the job candidate that fits best culturally? Both of these strategies can cause companies to miss out on great employees, says Patty McCord, former chief talent officer for Netflix and author of this Harvard Business Review article. McCord makes the case for companies to throw out the status quo and take a fresh look at their hiring and compensation practices. She offers a peek into the recruiting approaches she employed at Netflix, including the push-back she received from others in the business. Her experiences underscore how thinking differently in five key areas can have a big impact on talent recruitment efforts – and the success of the business. Download this article to learn more.
Get advice from your peers on how to get people to buy into your architectural vision and build a strong hybrid cloud security posture. Download our concise guide (PDF).
Continuous learning is often a required job skill in IT, as technology is changing all the time. Calling yourself a lifelong learner and actually practicing it are two different things, however. In this Harvard Business Review article, Mike Kehoe points out that as high as 80 percent of people who sign up for online classes drop out before the course is completed. If you are serious about expanding your skill set, Kehoe says there are four habits to adopt to become a more effective learner. He dives deep into each of these habits, why they work, and how you can incorporate them into your learning practice. By doing so, Kehoe says you can make learning a priority and part of your normal routine.
How do you please the CEO? Generate new revenue streams for the business. Abbie Lundberg interviews CIOs from organizations including CVS Health, GE, and Liberty Mutual, and explores their proven strategies. Get our Harvard Business Review Analytic Services study.
Download the full report: "Revenue-Generating CIOs: Smart Strategies to Grow the Business"