Title: Vice president and CIO
Company: Christiana Care Health System
I jumped from one big corporation to another a few months ago, gaining a new title and a chance to work with some different technology. I'm happy with the move, but I'm struck from time to time with how my old company handled some things — mostly to do with employee relations and communication, not the tech stuff — a lot better than they do here. I've mentioned a couple of things, but I don't want to be the guy who's always saying, "Things were so much better at my old job." And it's not like I have a lot of experience. My old company was my entire career until now. What's the smart way of getting attention for these sorts of issues?
You've already made a key observation: self-awareness of the danger of being "that guy." Pausing and reflecting, as you have done, is step one. Not all organizations perform well on the same dimensions; this may not be a lack of maturity or ignorance, but strategic choice. Though you believe there is a need to strengthen the environment, the organization may not actually be ready. Organizations can be very comfortable with their current state, even when immature or poorly structured. To initiate change, be realistic about timing. Organizations are complex organisms, and change does not happen rapidly, unless under threat. You need to build a coalition of support and seek counsel from the person who hired you for your skills, your experience, your fit, and ideally your potential. But don't frame comparisons; bring your thoughts forward as ideas and connect them to the goals of your new organization.
What skills and other attributes (including personality) are optimal for software QA professionals?
The paramount attribute is self-evident within the title itself: quality. This means having an immediate and passionate connection to getting things done right, the first time. When done well, this role enables organizations to delight their customers with solutions that meet their needs and perform as expected, in a reliable manner. But optimally, QA professionals bring more than just a robust attention to properly complete the task components of the work. They should have an intuitive grasp of the critical value created by the role, which is to elucidate and extinguish previously unseen risk. They need a natural drive to understand the big picture and how their role enables the achievement of the intended outcome. They must feel responsibility for the mission of their organization and those it serves. Finally, they should have personal accountability to not just do the work with excellence, but to also find ways to improve it.
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