The Field-Grade CTO

By Smith, Roger | Research-Technology Management, May-June 2011 | Go to article overview

The Field-Grade CTO


Smith, Roger, Research-Technology Management


If a Chief Information Officer (CIO) can manage the internal use of information technology throughout an organization and a Chief Financial Officer (CFO) can oversee the finances of an entire company, then it seems logical that a Chief Technology Officer (CTO) should be able to direct the use of all non-IT technologies across a company's product-development and manufacturing processes, doesn't it?

But technology is not finance, or even IT. Technology is both more diverse and more specialized than finance and IT, and it may be more difficult to manage with the same top-down hierarchy used in those domains. Within any large corporation, there are literally hundreds of unique technologies to be evaluated, adapted, and incorporated into products or production processes. An aerospace company may have interests in metals, composites, radar systems, and avionics. At an oil company, the central technologies may be in remote sensing, seismology, and oceanography. While they are related areas, they are also widely divergent. It is difficult, if not impossible, for a single CTO to get his arms around all of the technologies that may be important to a complex organization and provide meaningful guidance about which ones to pursue and how.

Lewis and Lawrence (1990) counseled the CTO to get out of the research lab and contribute to the business strategy: "The CTO's key tasks are not those of lab director writ large but, rather, of a technical businessperson deeply involved in shaping and implementing overall corporate strategy" (59). Perhaps, I would suggest, the CTO should also get out of the C-suite and into the detailed workings of the business units. In a world of diverse technologies, there is a need for more senior technologists looking into fewer technologies each. What's needed, in short, is a field-grade CTO.

Field-Grade Officers

The military has a long history of embedding functional experts into their field units. These field-grade officers fall between the senior ranks of generals and the lower company officers who have direct command of the troops. The field officer does not directly manage and direct combat troops; rather, he or she focuses on a specialty area such as logistics, intelligence, or communications, along with all of the details involved in that field. He or she brings a unique expertise to the field units, adding specialized knowledge where and when it is needed. Similarly, "field-grade CTOs" could be distributed across business units, providing specialized expertise in the few technologies most important to each unit.

In fact, this structure has already been adopted in many companies, where technology leaders are focused on the use of technology within a specific field unit of the company. Having served as a CTO in a software company, a government acquisition office, and a nonprofit hospital system, I have observed that the function of the CTO has become much more of a field operation, rather than a single C-suite position (Smith 2007). Though there may be a single CTO at the top, most companies also employ a number of business-unit level CTOs engaged in the operations of just one specialized area. Further, this field-grade CTO may or may not have official reporting or accountability relationship to the C-suite CTO.

David Pratt, for example, has served as the chief technology and engineering officer, chief scientist, and fellow for the modeling, simulation, and training business unit of SAIC, a company of 46,000 people headquartered in northern Virginia. He reports to the business unit's senior vice president and weighs in on all strategic issues involving that unit's products and services. He has a voice in decisions to make acquisitions, pursue new contracts, and expand into new markets. But he does not serve as the CTO for the entire company, nor is he expected to be a master of every technology that this global company uses. His relationship with the C-suite CTO is more akin to those within a consulting company. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

The Field-Grade CTO
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.