Atanu Bhaumik
VP (IT)/ CIO/ CTO/ Head - IT
Skills
Abslute reasons to gather advantage from my hiring
Collaboration
IT is a project-based discipline. Especially in a large project, people from different business areas must come together and agree on how the project is to be done, and what its goals are. When stakes are high, it's for me who usually gets involved. I can, and as expected to provide leadership and to foster a collaborative environment.
This means getting to know the people on the project, as well as the politics that surround it remains to be one of my inherited skills
Negotiation
In joint business - IT projects, or in contracts and collaborations with vendors, my involvement is automatic and am required to leads the way in acute negotiation skills that obtain the best deals for IT and for the business. Negotiating is always aboult a give and take, there by creating a win-win situation.
This means that I am personally malleable in the process—with an understanding that no one is likely to get everything that they want.
Team Building
Team-building within IT begins by selecting the right managers as my 'A-team' and 'B-Team' for the level immediately beneath me, so that I can be relied to carry out the responsibilities envisaged for me. These managers must understand both the technology and the people and team-building processes, because it is ultimately these managers (and those lead persons beneath them) who will cement the team-building culture at the staff level.
However, neither managers nor staff will be capable team players if they don't see me leading by example by exhibiting team-oriented behavior.
Organizational development
There was a time when organizational development was almost exclusively an HR issue!—But as IT infrastructure becomes more integrated, as applications routinely cross hardware and software boundaries, and as IT itself becomes more service-oriented, and I realized in many occasions that I must break down IT silos and even restructure IT altogether. Often, staff is fearful and resistant to change, so my job also becomes imperative to acquire the skill set that of an organizational developer and a change agent for myself.
Realizing that doing organizational development will not an easy job. I like many other’s started taking courses to build out skills which I never imagined I as a CxO in T would ever require
Vendor management
The growing use of of cloud-based solutions and the continued use of outsourcing makes it imperative for IT to negotiate and then manage contracts with vendors. In addition, many end business areas are forging contracts with technology providers—only to turn over contract management to IT. There has never been a stronger need for vendor management skills in IT than now. These skills begin with the Head of IT.
Had also published a small hand book on the vendor management and their importance in development of the organisation
Management Skills
STRATEGIST -------------- 97%
PROJECT MANAGER --- 87%
MOTIVATOR -------------- 85%
EXECTIVE MANAGER -- 73%
ENTERPRENEUR -------- 68%
CHIEF EXECUTIVE ------ 67%
EXPERT -------------------- 42%
Personality & Leadership Skils
Influence - 100%
Flexibility - 100%
Technological orientation - 92%
Entrepreneurial risk taking - 92%
Communication - 88%
Initiative - 85%
Managing others - 85%
Self-confidence - 84%
Vision - 80%
Coping with pressure - 74%
Innovation - 73%
Teamwork - 66%
Continuous learning - 66%
Business acumen - 64%
Dependability - 62%
Drive for results - 60%
Decision making - 59%
Analysis and problem-solving - 53%
Organizing and prioritizing - 50%
Customer focus - 47%
Integrity and work ethic - 44%
Business Accumen
In majority of enterprise I feel that technology is the primary change agent that will continue to make the organizations competitive, Business leaders as well as the Erenterprise calls upon people like Us to lead the charge in business (and business process) transformation because they see technology as the enabler. Unfortunately, many IT Heads & like them’s grew up with the technology, but not with the organizational and business process transformation skills.
Since past many years I have been developing these skills in my frontline managers, as they also realized and felt that I have to develop the same skills in them too.
Presentation skills
With increasing visibility in the boardroom, with key business executives, and even in with full IT staff, every CIO/CTO/VP-IT today should develop his presence & presentation skills.
Strong presentation skills have always been my strength as it is for most other C-Level executives, while I kept helping others in preparing their presentation I find myself today being able to guide and provide tips sitting in the "engine room"—but that should not be the case. However as I enjoy helping, hence kept going ahead with rendering the needed help and empowering all who needed.
We are also expected to express ourselves well in verbal and written communications with many other stakeholders. These stakeholders may not know (or care) how well we know the C++ or D+, or the internals of a UNIX box. Instead, we are be judged on how well we expres ourself in a memo, a report, or even in a hallway conversation - AND I am good at it as you will know...
Great CIOs (and also great organization and project managers) understand that there's a lot more that goes on in a day's work than work! IT is a high risk discipline where the blame can quickly fall to the CIO/VP-IT, even when it should be elsewhere. Because of this, CIOs who achieve longevity in their positions are adept at "sensing" when projects (and politics) begin to go wrong. To take immediate, corrective action to get things back on course is one of my Key Skills whic one can depend on.