Conclusion: The successful IT (line) manager and CIO is one who can comfortably operate in the technical arena and political (organisational) domain at the same time. Whilst the skills to operate in the technical domain can be acquired, those needed for the political domain are more elusive.

In the article entitled, ‘Making the Transition from IT professional to Line Manager’,1 I focused on what IT professionals moving to a line management role needed to do initially to build a foundation for success. In summary the new manager needs to understand the technical requirements of the role and its political dimension and establish effective relationships with major stakeholders.

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Alan Hansell

About The Advisor

Alan Hansell

Alan Hansell is an IBRS advisor who focuses on IT and business management. Alan is able to critique and comment 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.