search query: @author Gwynne, P. / total: 4
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| Author: | Gwynne, P. |
| Title: | The CTO as line manager |
| Journal: | Research Technology Management
1996 : MAR-APR, VOL. 39:2, p. 14-18 |
| Index terms: | TECHNOLOGY PLANNING LINE-STAFF RELATIONSHIPS |
| Language: | eng |
| Abstract: | Chief technology officers, who aim to deliver the value of technology for their companies, bear one particularly difficult burden: They often lack credibility in a management culture focused on the bottom line. Some companies have set out to remedy that by adding a line job to the normal duties of their CTOs. They reason that the profit and loss responsibility that accompanies the line job will earn the CTO credibility with both top management and business units, and hence make the company more open to the CTO's technology agenda. Based on the experience of half a dozen CTO/line managers, the conceit works effectively: As the individuals gain an insider's view of the commercial pressures that face the company; they become more effective at improving their company's technology. |
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