Operations vs Vision

As a technology executive, I am constantly trying to meet expectations. Many facets of the organization want me to manage operations. The IT infrastructure must be sound, hardware needs to be current, Disaster recovery must be in place, tested and documented and then there is COSO and COBIT. Added to the mix is Systems Integration, BI needs and how to flatten the Silo'ed applications I inherited when I took on this job.







In my organization, I am fortunate to report directly to the CEO. IT/IS is recognized as strategic and in reality, the platform on which our organization does business. The CEO however wants me to think and act strategically, chart a course for an effective and successful online presence and put in place a web architecture which can be monetized.


I work for a non-profit which means I do not have the resources to set up an in house web services department. That means I have to get out from behind my desk and establish the strategic partnerships and relationships to enable us to get that done. It's a tight balance. I need to oversee operations yet think and act strategically.


For me, the key to survival is a good team. Fortunately they know operations and are conscientious and proactive. They know how to to keep things running smoothly without me needing to micromanage. Delegation and encouraging growth and responsibility among the IT/IS staff also helps.


How do you handle competing pressures and expectations as a leader?