I have to admit that if I was someone else applying my own skeptical standards to these posts I'd have to ask 'interesting analysis, but what's this based on and why don't I find these views expressed elsewhere?" Well I don't fully know the answer to the second question, but it might lie partly in the answer to the first one. And that is that the second half of my 20 year career in IT has effectively been 'in reverse' - from IT management back to desktop support.
Many IT managers 'started at the bottom' (myself included), but by the time they have an 'Executive' perspective their front line experience is just a 'distant recollection'. For me, however, front line experience is an immediate experience. It might be said that my management experience is the fading memory, but frankly cunning once aquired stays with you, and some of the other aspects (such as being an utter bastard at times) are best let 'slip away'.\
So am I driven to report my insights in order to fight for the status of (and better working conditions for) the frontline IS staff, or for the poorly served IT consumers? Not really. Partly its amends for being that bastard-IT manager for too many years, and partly its recognition of the value that the advice of others has been to me over the years - and a small repayment of that debt. But the real value of it is in this: if you doubt what I say, or argue against what I say, we might be able to progress the debate on the real issue in IT, and that is how to get it to 'serve' us, rather than have us serve it.
Incidentally, with the tendency to people staying in the workforce longer, but at the same time wishing to spend more time 'living a life outside work' we might find more managers ready (after several years at the top) to 'down-shift' and take up less demanding (well that's a point of view !) positions on the front line. It will be an interesting challenge for organisations to encourage that (because otherwise career paths become blocked for anyone under the age of 70) - both in the sense of offering sufficiently attractive 'down-shifted' careers, and in still leveraging the 'value' of older employees corporate knowledge and wisdom. The subtle power plays and manouvering (and the gross prejudices) that arise need to be managed by the employee, and the organisation, but it can be done (who better equiped to find a way than an ex-Executive (it has a ring to it...)) All this is worth a much bigger post - and I'll get around to writing it.
Continue reading "The Ex-Ex, running your career in reverse" »

