Scaling your IT operations isn't just about hiring more people or improving technology. It's about managing your team strategically to ensure they grow with your infrastructure. The right employees can be vital in balancing innovation and maintaining standards. In this blog, we'll focus on how to recognise and leverage the skills of these crucial team members as your IT operations expand.
Builders vs Operators in IT Scaling
Regarding growing IT operations, it's important to recognise two different kinds of talent. Jay Chaudhry, a successful tech entrepreneur and CEO of cybersecurity company Zscaler, shares valuable insights on this. Having founded five companies and expanded operations to billion-dollar levels, Chaudhry divides employees into two main groups: builders and operators.
Builders: The Innovation Drivers
Builders thrive in startup environments, comfortable with chaos and minimal processes. They are:
Passionate and creative problem-solvers
Adept at figuring things out on the fly
Critical in early stages of company growth
Operators: The Scalers
Operators excel in more structured environments, preferring clear processes. They are:
Skilled at building and managing teams
Focused on scaling existing operations efficiently
Crucial for managing growth in larger organisations
Chaudhry notes that individuals who can function as builders and operators are rare but invaluable. As IT operations scale, the challenge lies in balancing these two types of talent to maintain innovation while implementing the necessary structure.
Individuals who can function as builders and operators are rare but invaluable
Understanding this framework can help IT leaders manage their teams more effectively through various growth stages, ensuring the right mix of creativity and process to drive successful scaling.
The Challenge of Evolving Roles: Mike's Transformation
Consider "Mike," the ideal engineer that startups initially covet. Mike embodies what Chaudhry calls a 'builder' - determined, creative, and challenging, working late into the night to solve problems and meet critical deadlines. Builders like Mike thrive in startup environments, are comfortable with chaos and are passionate about figuring things out on the fly. They're essential in the early stages of a company, driving innovation and rapid problem-solving.
However, as the organisation grows and evolves, there's a risk that Mike's builder style may clash with the team's changing needs. The qualities that make builders invaluable in a startup's infancy – their comfort with disorder and preference for minimal structure – can become pain points as the company scales and requires more standardised processes.
This transition highlights a crucial challenge in scaling IT operations: harnessing the innovative spirit of builders like Mike while adapting to the structured demands of a growing organisation.
According to the Tuckman model, teams generally go through four stages: forming, storming, norming, and performing.
Research has shown that 60-70% of teams never move past the storming stage, highlighting the significance of understanding and managing team development effectively.
While the Tuckman model provides a valuable framework for understanding team development, it's essential to recognise that each team's journey through these stages can be unique. Factors such as team size, diversity, and leadership style can influence the duration and intensity of each stage.
1: The Forming (Ideation) Stage: Fostering Innovation During Formation
In the exciting beginning, the IT department is full of new ideas, with employees like Mike at their most energetic. This stage often requires more 'builders' who can thrive in the initial chaos and drive innovation.
Critical Considerations for Managing Forming Phase Talent:
Encourage creative input while subtly guiding the team towards a sustainable operational vision.
Recognise individual efforts to maintain motivation and a sense of belonging.
Consider using brainstorming techniques like mind mapping or the six thinking hats to stimulate creative thinking and generate a wide range of ideas.
2: The Storming Phase: Steering Through Disruption
As the number of customers increases and we have more work to do, we need to figure out how actually to make things happen. A mix of builders and operators is crucial here. Builders continue to drive innovation while operators start to introduce necessary structures.
Strategies for Storming Phase Challenges:
Foster a culture that values diverse perspectives and constructive debate.
Implement conflict resolution strategies to prevent stagnation and enhance decision-making.
Consider using a facilitated problem-solving process like the Root Cause Analysis (RCA) to identify the underlying issues causing conflicts and develop practical solutions.
3: The Norming Phase: The Art of Standardisation
As the plans become more concrete and the IT team settles on basic procedures, there's a significant change towards consistent, standard operations. This is where operators begin to shine, as the focus shifts towards standardisation and consistent processes.
Transforming Talent for the Norming Stage:
Support team members transitioning from innovative roles to more standardised practices through targeted training.
Maintain a balance between consistency and creativity, ensuring standardised processes benefit from Mike’s innovative streak.
Implement a knowledge management system to capture and share best practices and lessons learned, promoting a culture of continuous improvement.
4: The Performing Stage: Peak Efficiency and Scaling
At this stage, IT operations become more efficient and independent. The team's work is advanced, well-organised, and meets increasing requirements with little oversight. The ideal employees are those rare individuals who can embody both builder and operator traits and adapt to the needs of a scaling organisation.
Increasing Excellence with High-Performing Talent:
Cultivate an environment where autonomy is balanced with alignment to organisational goals.
Encourage continued innovation within the framework of established processes, ensuring the company’s agility and competitive edge.
Consider implementing a performance management system that rewards and recognises high-performing employees, fostering a culture of excellence.
Identifying and Nurturing Phase 3 Talent
Phase 3 talent aligns closely with what Chaudhry describes as the rare individuals who can function as builders and operators. These engineers excel at creating processes, anticipating scaling challenges, and turning disorder into order. Finding such talent means looking for signs of flexibility, adaptability, and a mindset focused on company growth.
Below is a table that expands on how IT leaders can identify and nurture phase 3 talent within their teams at various stages. This table uses the framework to help IT leaders spot and develop crucial skills for scaling operations.
Team Stage | Strategies for Identifying Scale Talent | Strategies for Nurturing Them | Intervention Type |
Forming | Look for individuals with a track record in constructing and refining operational processes in previous roles. | Develop orientation programs that expose them to multiple facets of the organisation, promoting a broad understanding of its operations. | Guided Exposure: Allow them to understand the holistic view of operations from the get-go. |
Storming | Identify those who excel in problem-solving under pressure and can anticipate scaling challenges before they become critical. | Encourage participation in cross-functional teams to solve ongoing challenges, fostering a sense of ownership and collaboration. | Problem-Solving Assignments: Engage them in actual challenges that reflect potential scaling issues. |
Norming | Look for flexibility and adaptability in dealing with changes and adjusting strategies accordingly. | Implement mentorship programs where they can learn from more experienced leaders who have successfully navigated scaling phases. | Mentorship and Coaching: Offer guidance through individuals who have 'been there, done that'. |
Performing | Identify individuals who showcase the ability to turn disorder into order through tangible achievements or streamlined processes they've implemented. | Provide advanced leadership and management training tailored to scaling businesses, focusing on anticipation and strategic planning. | Advanced Training: Equip them with tools and knowledge for high-level strategic execution. |
Finding the Right Talent for Scaling: Lessons from Netflix
Netflix's approach to talent management aligns well with Chaudhry's ideas. Focusing on 'fully-formed adults' and emphasising impact over activity, Netflix creates an environment where builders (innovators) and operators (those who can scale processes) can thrive. Their latest culture memo emphasises the importance of recruiting and retaining the right talent:
Hire and Reward "Fully-Formed Adults": Focus on attracting individuals with solid decision-making skills and ownership, fostering a high degree of autonomy within the team.
Focus on Impact, not Activity: Evaluate performance based on results and contribution to goals rather than micromanaging tasks.
Embrace Transparency and Open Communication: Provide clear context and encourage open communication to empower decision-making and identify innovative solutions.
Invest in Continuous Learning: Support continuous development by encouraging skill acquisition and knowledge sharing within the team.
These principles go beyond traditional HR practices. They create an environment where individuals with the right skills and mindset can thrive, fostering innovation and agility – crucial ingredients for successful scaling in the ever-changing IT landscape.
Scaling Versus Growth: Defining Success in IT Operations
Scaling and growth may seem similar, but in the world of IT operations, they actually represent different types of development. Growth can happen naturally or through acquisitions, and it can be sporadic or continuous. On the other hand, scaling involves intentionally adjusting processes and staffing in multiple stages to handle increased demands smoothly.
And this is where KITWorks Innovations distinguishes itself. Our tailored offerings are designed to guide your IT teams through the complexities of scaling:
IT Ops Transformation: Methodical revamp of processes to scale with precision.
IT Ops Trainings: Equipping your team with the necessary skills to navigate transition phases.
IT Executive 1:1 Coaching: Personalised guidance for leaders managing scaling challenges.
Conclusion: The People Pillar of Scaling Operations
As Chaudhry emphasises, the ability to both build and operate is rare but invaluable in scaling operations. At KITWorks Innovations, we recognise the importance of nurturing both these skill sets in your IT teams, ensuring you have the right mix of talent to innovate and scale effectively.
Seize the transformative potential of your IT operations—contact us for a personalised consultation and experience the KITWorks difference.
Sikemi is a Technology Operations Expert with 15 years of experience across various sectors.
She specialises in technology-led transformations, process improvements, and operational excellence and empowers African tech companies for success.
Holding a Master's in Information Systems from the University of Sheffield, Sikemi is also an active Tech Mentor, guiding future tech leaders.
In addition to her professional accomplishments, Sikemi is a Fitness Coach passionate about helping 9-5 professionals stay consistent on their fitness journeys.