The challenge:

CTOs (Chief Technology Officer), CIOs (Chief Information Officer) and other heads of digital and heads of transformation roles have been introduced to the boardroom in the past few decades.

However, those roles are still new from a business leadership sense and there is inertia for them to be fully integrated in the dynamics of the boardroom. And the challenge is further compounded that those roles are the ones to educate about digital and business change in the boardroom.

Another challenge is that people have quickly been promoted into the new roles of the digital economy and they may not have had the time to develop fully into the seniority of the boardroom. It is not unusual for those roles to be seen mostly from a delivery perspective rather than a strategic one, and leaders made feel like they have to earn trust before they can genuinely influence the business directions.

All this means that CTOs, CIOs and other senior tech executives are often caught between the rock and the hard place, so to speak.

Henko's differentiated approach:

Being a senior leader is not an easy place to be. Sometimes, you would like to be able to turn to somebody for a perspective and there is nobody to turn to. We play just that role. We have worked in such roles and have supported such roles making boardroom and delivery impact.

The best leaders are those that invest intentionally in their development. Committing to such Executive Growth programmes is the opportunity to create milestones in your diary to this effect. You would not makes those deep reflections otherwise.

At the start of those programmes, we clarify where your focus should be, which will develop your awareness and clarify development areas:

• The need to establish excellence in the work system and get adequate ownership, allowing you to regain free time from your involvement in day-to-day operations and all-too-frequent fire-fighting,

• The organisation of flow and the development of a systemic leadership stance that organises the teams and the relationships between roles so people effectively collaborate without you being at the center of it all,

• The development of a business focused technology strategy that will be understood by your peers and adequately contributing and aligning with the corporate business strategy.

We design a series of sessions over 6 months or a year to regularly reflect and reposition. In those sessions, we will bring new ideas, we will challenge your thoughts and we will help your regroup on what's essential and how to go about it.

We will follow the schedule of those sessions with you, always looking to add value and we will also offer accessibility for ad hoc requests or playing a sounding board on important decisions you need to make.

Expected outcomes: 

• Get a stronger performance of the teams and technology in general, 

• Bring technology at a strategic level of significance in the business,

• Address long going issues and develop leadership and ownership from the teams,

• Accelerate your personal development in seniority,

• Develop an ability to bring the system in collaboration,

• Develop your strategic thinking and your ability to influence the business strategy.

Your next steps: 

Please book an initial consultation with us that will also serve as a chemistry session. We will also establish a cadence of sessions and a retainer based on your available budget. Depending on availability, those sessions can start almost straight away.