Leadership

Bridging the Leadership Gap Between Tech and Business

| Charlie Ranalli

IT has a credibility problem – from C-suite stakeholders to individual contributors – who have come to associate IT with bottlenecks, frustration, constraints, and cost overruns. Yet, for many organizations, technology is the business, and it needs to be understood as a critical enabler in every stage of the business cycle, from the front line to the back office.

Based on his experience working with technology leaders, the author, partner with Bain & Company in Chicago, describes how visionary leaders bridge the gap between technology and business.

Bridging the Leadership Gap Between Tech and Business
By Will Poindexter
MIT Sloan Management Review, July 2019

The Agile C-Suite

| Charlie Ranalli

A new approach to leadership for the team at the top.

If a company wants to be very fast, thoroughly transform customer experiences, and systematically outperform competitors, it needs more than many agile teams. A truly agile company requires that the company’s top officials, most, if not all, of the top executives, also adopt agile principles.

Writing for Harvard Business Review, a team of Bain & Company consultants describe how such an agile leadership team works, how it differs from the conventional corporate-style executive committee and other agile teams, and what agile means for the day-to-day work lives of senior executives.

While the job of a conventional agile team is to create innovative solutions to a problem, an agile leadership team aims to strike the right balance between standardizing operations and pursuing innovation.

The Agile C-Suite
by Darrell Rigby, Sarah Elk, and Steve Berez
Harvard Business Review, May–June 2020