Conclusion: IT professionals who operate in a structured and predictable environment could find the role change to that of an IT manager more challenging than they had anticipated, as it typically requires a mind-set change from completing one or two tasks to managing people. To avoid disappointment, senior management must help new IT managers make the transition and cope with the nuances of the role.

To help them succeed, assign other IT managers, who have made the transition, to coach them. In this way they can learn how to act out the new role and come to grips with the politics of the organisation, or spheres of influence, and know how to interpret business priorities.

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Alan Hansell

About The Advisor

Alan Hansell

Alan Hansell is an emeritus IBRS advisor who focused on IT and business management. Alan specialised in critiquing and commenting on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.