So, you want to be a CTO?
summary
Explains concrete expectations for a CTO: proven delivery plus people, process and tooling experience, technical breadth (not always coding), executive management and strategic pattern use. Gives examples: running 44 scrum teams, handling a $10M capex budget tradeoff, building CI/CD and Kubernetes pipelines, and creating a DevOps culture where teams fix their own outages. Recommends tactical frameworks (SWOT, PESTEL, Porter's five, BCG) and roadmaps from business capability to future architecture; hackathons and innovation sprints show measurable wins.
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chapters (11)
- 0:00Intro
- 2:25Dunning Kruger Effect
- 2:54Stages of Competence...
- 5:39Characteristics of a CTO
- 11:31Blake and Mouton's Leadership Grid
- 22:17What do you need?
- 27:25Management & Leadership Experience
- 38:39Operating Rhythm
- 48:38Ansoff's Growth Strategy
- 50:34BCG Growth Share Matrix
- 52:20Porter's Five Forces
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