Chief technology officer
Description
The chief technology officer (CTO) is responsible for the technological capabilities of the ICT department. As with the chief information officer, the CTO does not provide the hands on services related to ICT, however, the CTO is responsible for matching technology with the business needs. The CTO then documents the match so that the whole senior leadership team can decide if the business is going to use the technology.
The CTO works in a strategic and forward planning manner. The CTO presents the business with all the technological options, including comprehensive assessments that will meet future business needs. The CTO should be unbiased and not an advocate for a particular brand of technology.
The CTO will work with the enterprise architect and technology architect, to ensure that the technology solutions that have been proposed are aligned with existing technologies and that they are the most cost-efficient solution for the business.
A CTO exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA) and the Leadership competencies for Queensland.
SFIA profile
Within the SFIA profile, the CTO has level 6 and 7 capabilities, i.e. sets strategy and initiates, influences, inspires and mobilises the skills outlined below.
Refer to the framework for descriptions of the seven levels of responsibility and accountability.
| SFIA skill code | SFIA skill level of responsibility | SFIA skills level descriptor |
|---|---|---|---|
Governance | GOVN | 7 | Directs the definition, implementation and monitoring of the governance framework to meet organisational obligations under regulation, law, or contracts. Provides leadership, direction and oversight for governance activities. Integrates risk management into frameworks, aligning with strategic objectives and risk appetite. Secures resources required to execute activities to achieve the organisation’s governance goals with effective transparency. Provides assurance to stakeholders that the organisation can deliver its obligations with an agreed balance of benefits, opportunities, costs and risks. |
Strategic planning | ITSP | 7 | Leads the definition, implementation and communication of the organisation’s strategic management framework. Directs the creation and review of a strategy and plans to support the strategic requirements of the business. |
Information systems coordination | ISCO | 7 | Establishes the organisation's strategy for managing information and communicates the policies, standards, procedures and methods necessary to implement the strategy. Coordinates all aspects of management of the lifecycle of information systems. Represents the interests of the entire organisation to general management and external bodies on matters relating to information strategy. |
Enterprise and business architecture | STPL | 6 | Develops enterprise-wide architecture and processes to embed strategic change management within the organisation. Leads the creation and review of a systems capability strategy aligned with business requirements. Develops roadmaps for enterprise architecture and initiatives, ensuring stakeholder buy-in. Captures and prioritises market and environmental trends, business strategies and objectives, identifying alternative strategies. Develops business cases for approval, funding and prioritisation of high-level initiatives. Sets strategies, policies, standards and practices to ensure compliance between business strategies, technology strategies and enterprise transformation activities. |
Consultancy | CNSL | 6 | Leads and manages the provision of consultancy services and/or a team of consultants. Provides expert advice and guidance in own areas of expertise to both consultants and clients. Engages with clients at a strategic level, establishing consultancy agreements or contracts and maintaining long-term relationships. Manages the completion of engagements, ensuring strategic alignment with client needs and overseeing the transition from consultancy delivery to operational adoption. Oversees the development and delivery of consultancy services within the agreed strategic framework. |
SFIA skillLeadership skills
Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.
Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the value proposition of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:
- Individual contributor (Leads self and does not supervise others)
- Team leader (leads a team and typically reports to a program leader)
- Program leader (leads team leaders and/or multiple areas of work)
- Executive (leads program leaders or other executives)
- Chief executive (leads the organisation).
When developing a role description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills.
Entry points
To have a career such as a chief technology officer a bachelor level degree in areas such as information technology, information systems or business is required.
Learning and development
Formal training and on-the-job experience are important ways to improve and develop the required skills.