It seems obvious that IT leaders' roles will vary considerably from one organization to another, but that reality isn't often recognized among analysts, consultants and others eager to tell you how to do your job. This is particularly true when it comes to tech vendors' approach to IT leaders, notes Jonathan Reichental in a post at O'Reilly Radar.  

Variations in style and even job description are a function of industry and business culture. "It's not possible to have the same style leading IT at a highly risk-tolerant, innovative tech company versus providing the essential needs for a conservative and low-tolerance-for-risk insurance giant," he writes.

To help organizations put the right people in the right IT positions (and help salespeople better align their pitch to their audience), Reichental outlines three categories of IT leaders: Maverick, diligent innovator and rock-steady guarantor.

High risk-taking organizations tend to have mavericks in charge of IT. They experiment with many kinds of products, are comfortable with open source and are willing to try out emerging technologies. "Often this person succeeds with the sheer brute force of determination," Reichental writes.

Organizations that support some risk, as long as it's been well-examined and there's an exit strategy, can put their IT leaders in a tough position. There is pressure to innovate and simultaneously pressure to prevent things from becoming complicated. "The focus on diligence with underlying encouragement to innovate makes this a popular posture of IT leaders, but it can be the hardest of the IT leader categories to succeed in," he cautions.

Finally, organizations that just want the IT trains to run on time give their tech leaders less agility and little room for innovation. Changes are harder to effect, and they can be very slow when they do take place. Reichental notes that the "jury is out on whether this method is sustainable in today's economic environment." There will be growing pressure on these IT leaders to lead in a way that is at odds with their organizations' traditional risk tolerance.

For more:
- see Jonathan Reichental's post at O'Reilly Radar

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