Building and managing an IT team for survival

It is often suggested that rapid advances in technology are threatening jobs in the IT sector perhaps more than any other. Among the cited factors are the rapid popularity of AI technologies and the desire to automate many processes.

If at all true, there are definite steps that CIOs can take to best protect staff – and themselves – against potential job actions. They start with understanding where technology trends are going, how they relate to business needs, and what skills will be indispensable in the future.

The most important action is to ensure that IT staff are kept current with new and critical technologies. As noted in the IDC FutureScape report “Artificial Intelligence Will Reshape the IT Industry and the Way Businesses Operate,” inadequate training in AI, cloud, data, security, and emerging tech fields will directly and negatively impact enterprise attempts to succeed in efforts that rely on such technologies. Through 2026, underfunded skilling initiatives will prevent 65% of enterprises from achieving full value from those tech investments.

We spoke with several IT leaders for their insights on what might make an IT worker safe or vulnerable in this environment and what steps CIOs can take to build and manage an IT team for survival. Their views follow:

Question: Are any IT jobs in particular jeopardy in light of rapid advances in technology?

Thomas Licciardello, CIO consultant, advisory firm NortheastCIOs: “I don’t think we run out and panic because of the AI revolution. We still need the fundamentals. We need base infrastructure and operations folks, as well as developers, database, and cybersecurity pros, etc. Whether you are powering AI models or traditional information systems, you need foundational resources to implement and maintain. I believe where the vulnerability lies is if you don’t keep up with the times, if you don’t accept that things will change, and if you don’t continually upskill and keep your career moving forward so that you can pivot and adapt to company and industry technology needs.”

Dennis Klemenz, CTO, Jovia Financial Credit Union: “I see technology jobs only increasing at companies. Automation will help further the push of technology forward, and that automation will help technology workers be more efficient. The work isn’t going away. [Automation is] just enabling them to work on the things they don’t have time to work on today. As the velocity of change and delivery increases, the technology roles will only have more work to do.”

Mark Settle, seven-time CIO and author of “Truth from the Valley: Practical Primer on IT Management for the Next Decade”: “Jobs that involve a lot of repetitive work following structured principles or decision-making rules are always susceptible to change or possible elimination as technology progresses. That’s true within IT and within all other corporate functions as well.”

Kevin Gray, CIO, City of Burbank, California: “Tectonic shifts in technology happen repeatedly. When technology professionals fall in love with any particular technology, or way of doing things, they make themselves and their skills vulnerable to the risk of obsolescence. Software development and a host of other jobs will become vulnerable due to the latest tectonic shift: the growth of generative AI.”

Question: What are the most important skills or elements that CIOs should focus on in building or developing an IT team designed to survive?

Licciardello: “To [survive] and thrive, CIOs must construct IT teams that are not just technically proficient, but strategically aligned with the company’s overarching objectives. Resilient IT teams anticipate, adapt, and innovate. This requires an understanding of the business’ strategic direction. CIOs must translate the company’s goals into clear IT mandates and build a team equipped to deliver.”

Don Welch, CIO, New York University: “Teamwork. Everything of value that we create today is a team effort. A highly functioning team of average technical ability will outperform a group of highly talented people working on their own. The other is the ability to understand and work with the business. Most companies are not doing IT; they are using IT to do something else. That something else is where the value is. Bridging that gap will always be important.”

Gray: “IT employees who do not embrace AI will put their jobs at risk. AI is transforming and illuminating new paths to value and efficiency. IT professionals who do not embrace it will get left behind. I read an article once titled, “AI Won’t Replace Humans – But Humans with AI Will Replace Humans without AI.” That statement rings even more true in the IT profession.”

Question: How should a CIO go about the task of building or developing such an IT team?

Welch: “A vision, strategy, and values are key to building a team with the right culture. Investing in training but, more importantly, coaching is key. As [business author] Jim Collins said, “Get the right people on the bus and get them in the right seats.” You must have the right people to develop these abilities. Leaders must be focused on developing their teams; production follows. A focus on production gets some results in the short term but isn’t sustainable and will not get the productive heights a focus on development will.”

Gray: “One of the less-than-obvious factors that a CIO should be mindful of is how market forces might drive technology evolution in a particular direction. Sometimes we get caught up in the hype of technology advancements and lose sight of where the markets may be driving.”

Licciardello: “Build a diverse team with a mix of experienced and upskilled talent, perhaps using vendors at first to build momentum. A culture of experimentation, learning from failures, and ample resources is essential along with a culture that fosters the space and ability to fail fast, learn, and move on.”

Settle: “Soft skills related to working with people in different business departments is extremely important. IT staff members who have regular interactions with their business counterparts need to understand their problems. Educate them about what’s possible and align them around specific initiatives or plans of action.”

Question: What actions or steps should a CIO take to best protect their own job in this environment?

Klemenz: “The obvious answer is to become an expert — in data, development, networking, security, project management, something. You must be considered a technical expert. You must learn what you have; know your systems’ capabilities; know your people’s capabilities; know the interdepartmental dynamics; know the financials of the company; and know the strategy of the company. As CIO, you are responsible for the speed of the ship. You need to know when to step on the gas and when to let off.”

Licciardello: “Don’t try to stop progress for what you might think will be job security or self-preservation. Learn new things and be open to new ideas and new ways of creating value for the organization. Change is hard, so as a CIO, think of how your team might feel when new technologies threaten jobs. Prepare them, prepare yourself, and keep everyone moving forward.”

Question: What are the less-than-obvious factors that a CIO should be mindful of in this effort?

Klemenz: “Be a partner. You have focus areas but so do your other C-suite executives. Partner with them. Find out what they worry about. Find out what they dream for the company. Find out their pains. Then build a strategy to help reduce that pain. You cannot eliminate all pain, but dulling that pain must be a priority.”

Learn more about IDC’s research for technology leaders.

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David Weldon is an adjunct research advisor with IDC’s IT Executive programs, focusing on IT business, digital transformation, data management, and artificial intelligence. He has extensive experience as a research analyst and as a business and technology journalist. His special concentrations are in the areas of technology, business and finance, education, healthcare, and workforce management. He holds a Bachelor of Arts degree from Syracuse University, where he studied newspaper journalism and American history.