سیستم عملیاتی مدیران فناوری: ایجاد سازمان تحقیق و توسعه‌ای که تأثیرگذار باشد

Leaders of tech organizations have to regularly adapt their strategies in an ever-changing market. Creating a culture that understands and supports both the technical and the nontechnical is a refined skill that can be difficult to master even for a leader with years of experience. The Tech Executive Operating System helps you apply your personal expertise and build a thriving R&D organization that moves the needle. Tech companies spend an average of 15% of their revenue on R&D. As they grow, they find the return on this large investment decreases at a fast pace. Executives and leaders of companies big and small are at a loss and seeking guidance. Author Ben-Yosef expertly walks you through the need to set goals, translate business objectives to R&D terms, and establish the organizational structures and processes to create the biggest impact. The Tech Executive Operating System is a rare book that provides useful yardsticks to measure the progress and contributions of managers, teams, and individuals in your organization. Tech executives, first-time startup founders, managers , CEOs, and other non-technical founders of startups who want to better understand a significant part of their organization all have invaluable knowledge to gain from The Tech Executive Operating System. Ben-Yosef’s thorough research and real-world examples enhance the lessons and make your goals clear. Engineering organizations can be vastly improved by this multi-faceted approach, and the future of tech is calling for it. What You Will Learn Create a toolkit for your employees to put in place a remarkable engineering team Discover an impact-oriented approach to goal-setting that will be especially usefully for remote employees Turn the R&D department from a cost center to an innovation center Who This Book is For Tech executives and their direct reports, first-timer startup founders, junior leaders in tech organizations, middle-managers in big enterprises, CEOs and other non-technical founders of startups who want to better understand a big part of their organization and how best to address it. Contents About the Author Acknowledgments Introduction Chapter 1: What Does the Company Need You For? What Is a Tech Executive, Anyway? The Effective Tech Executive The Good, the Bad, and the Great The Momentum Detractors The Glorified Managers Those Who Get It Tech Executives: A Balanced Scale The LEAP Responsibilities Leadership Evangelism: Outward-Facing Tech Delivery Architecture: Tech Guidance and Innovation People: Managing Execution What Would You Say You Do Here? Considering Your Role Axioms of Effective Leadership Executive Leadership Is Long Term Technology as Innovative Asset Coders Without Borders Great Teams Are Made of Layers of Force Multipliers Naming Things Is Hard Your Personal Upgrade Chapter 2: Executive Product Mastery Product Mastery at the Executive Level How Will You Be Measured? A Successful Project The CEO Meeting Grokking the Business The Company’s Gestalt Values, Vision, Mission Business Model and Health History Why, Who, and How? The Problem The Customers The Market Users vs. Buyers The Solution Product Walk-Through Competition Current Approach Research Your Pipeline Shadowing Customer Success Quick Self-Assessment Maintaining Your Product Mastery Your Personal Upgrade Chapter 3: First 100 Days What’s Special About the First 100 Days? Setting Expectations The Window of Malleability Your Goals You, Juggler Initial Overwhelm Don’t Rush into Things Triage Write It Down Decide on Next Steps Follow Up Putting Fires Out Making Changes Get to the Root Cause Socratic Questioning Collecting Evidence Changes as Tests Pulling Up Your Sleeves Building Rapport One-on-Ones with Your Directs One-on-Ones with Peers Shadow Meetings Learn the Projects The Rest of Your Organization Fog of War Hiring and Firing Decisions Are Projects on Track? Team’s Health Velocity Architectural Soundness Quality Issues Maturity of Processes Regulation and Compliance Hiring and Turnover Reputation Innovation Forming a Plan Your Personal Upgrade Chapter 4: Moving Upstream With Great Responsibility Comes Great Power Your Location down the Decision Stream Manifestations of Leadership Forming Strategy Compiling Roadmaps Cultivating Culture Short-Circuiting Silo Thinking Leading Risk Management Motivating Claiming Your Seat Around the Table Own It and Say So Get to the Meetings Speak Up Speak Business Get Allies Don’t Accept Tasks Get a Coach Your Personal Upgrade Chapter 5: Your Executive Toolset Tailoring Your Approach Executive Mindset Don’t Shy Away Letting Go Take the Lead Tactics Controlling Your Time Time to Lead Leadership Blocks The Calendar Reset Getting Assistance A Typical Week Managing Your Manager Results Business Talk Don’t Go Incommunicado Speak Your Mind Enabling Autonomy Default Responses Guidelines Delegation “They Can’t Do This Yet” Coaching vs. Mentoring Management by Wandering Around Remote MBWA An Open-Door Policy That Works High-Quality Meetings Have an Agenda Be Prepared Be On Time Meetings Should Have Results The Meeting Is the Work Meeting Culture Is Your Culture Your Personal Upgrade Chapter 6: Impact What Does Impact Mean for R&D? Creating Focus Measuring Impact Measuring Impact of Teams Measuring Impact of Individuals Measuring Impact of Managers Organizational Structure for Impact What’s a Cross-Functional Team? How Will You Know You Had Impact? Your Personal Upgrade Chapter 7: Driving Change Change Is a Must Change Culture: No Status Quo Allowed Pitfall: Don’t Create Change Fatigue Algorithm for Changes Defining and Choosing the Initiatives Bite-Sizing for Momentum Introducing the Plan Initiation Execute Track Celebrate Often Learn from Setbacks Summarize and Learn Celebrate Improve Clean Your Plate Speed of Change Stale Velocity Arbitrary Deadlines Improving How You Are Improving Pushing for Change No One Wants to Be a Pushover Preliminary Legwork Appealing to Their Self-Interest Hearing Objections Beforehand Creating a Shared Vision Pitfall: Avoid the Consensus Trap Your Personal Upgrade Chapter 8: R&D as the Innovation Center Cost Center? The Innovation Vision Types of Innovation Product Novelty Technological Edge Tech Capital Process Ingenuity Which Fits Your Needs? Implementing Innovation Get Some Wiggle Room Make It a Part of the Job Non-feature Work Intermissions What Do You Do on Intermissions? Kicking Off Intermissions Account for Innovation Failing Spectacularly Hackathons are a Hack Making Smart People Think Invest in Learning Learning Budgets Be Old-School: Dig One Level Deeper Tinker Away Cross-Fertilization Avoid Groupthink Hire Heterogeneously Measuring Innovation Your Personal Upgrade Chapter 9: Organizing the Organization Structure Principles Teams Team Role Team Size Forming Teams Managers The Management Bit Manager Onboarding Knowledge Transfer Support System Premature Organization Organizational Growth Peter Pan Count Career Ladders Feedback Skeleton Providing Feedback Regularly Soliciting Feedback Responding to Feedback Organizational Knowledge and Support Peer Forums Professional Leadership Horizontal Development Your Personal Upgrade Chapter 10: Product Mastery How Product Mastery Looks Hinderers of Mastery Bootstrapping Product Mastery Product 101 Getting Down to Business Roadmap and Vision The Market Maintaining Mastery Eating Your Own Dogfood Rubbing Elbows with Users Sharing Roadmaps and Vision Watching the Market Customer Success Meta-reviews Your Personal Upgrade Chapter 11: Conclusion Appendix A: Common Tech Executive Titles and Roles Index Leaders of tech organizations have to regularly adapt their strategies in an ever-changing market. Creating a culture that understands and supports both the technical and the nontechnical is a refined skill that can be difficult to master even for a leader with years of experience. The Tech Executive Operating System helps you apply your personal expertise and build a thriving R&D organization that moves the needle. Tech companies spend an average of 15% of their revenue on R&D. As they grow, they find the return on this large investment decreases at a fast pace. Executives and leaders of companies big and small are at a loss and seeking guidance. Author Ben-Yosef expertly walks you through the need to set goals, translate business objectives to R&D terms, and establish the organizational structures and processes to create the biggest impact. __The Tech Executive Operating System__ is a rare book that provides useful yardsticks to measure the progress and contributions of managers, teams, and individuals in your organization. Tech executives, first-time startup founders, managers , CEOs, and other non-technical founders of startups who want to better understand a significant part of their organization all have invaluable knowledge to gain from The Tech Executive Operating System. Ben-Yosef’s thorough research and real-world examples enhance the lessons and make your goals clear. Engineering organizations can be vastly improved by this multi-faceted approach, and the future of tech is calling for it. * Create a toolkit for your employees to put in place a remarkable engineering team * Discover an impact-oriented approach to goal-setting that will be especially usefully for remote employees * Turn the R&D department from a cost center to an innovation center Tech executives and their direct reports, first-timer startup founders, junior leaders in tech organizations, middle-managers in big enterprises, CEOs and other non-technical founders of startups who want to better understand a big part of their organization and how best to address it. Leaders of tech organizations have to regularly adapt their strategies in an ever-changing market. Creating a culture that understands and supports both the technical and the nontechnical is a refined skill that can be difficult to master even for a leader with years of experience. The Tech Executive Operating System helps you apply your personal expertise and build a thriving R & D organization that moves the needle. Tech companies spend an average of 15% of their revenue on R & D. As they grow, they find the return on this large investment decreases at a fast pace. Executives and leaders of companies big and small are at a loss and seeking guidance. Author Ben-Yosef expertly walks you through the need to set goals, translate business objectives to R & D terms, and establish the organizational structures and processes to create the biggest impact. The Tech Executive Operating System is a rare book that provides useful yardsticks to measure the progress and contributions of managers, teams, and individuals in your organization. Tech executives, first-time startup founders, managers, CEOs, and other non-technical founders of startups who want to better understand a significant part of their organization all have invaluable knowledge to gain from The Tech Executive Operating System. Ben-Yosef's thorough research and real-world examples enhance the lessons and make your goals clear. Engineering organizations can be vastly improved by this multi-faceted approach, and the future of tech is calling for it