Wayne Allen, an ORBIE-winning IT executive, is ready for this. Allen, a strategic and imaginative CTO, is expanding the possibilities through industry expertise, self-awareness, and a love of learning and people. As senior vice president and CTO of Unisys, he oversees technology, solution innovation, architecture, IP, and patents. He engages with customers as part of his customer-first, business-focused leadership style.
On a recent Tech Whisperers podcast, Allen discussed how his tenure at seven global brand businesses and four sectors has formed his multifaceted leadership approach. After that, we discussed Allen’s IT leadership philosophy, his success factors, and his recommendations to IT managers, directors, and vice presidents who want to have “transcendent influence” and provide value to the company. The edited discussion follows.
Roberts: IT leadership’s “transcendent impact”? How do we meet it?
Allen: Transcendence implies beyond all experience and knowledge. IT often has the most insight into a company’s operations, yet it gets boxed in and doesn’t get out. Marketing professionals can become business unit managers, CFOs, or CEOs. Greg Carmichael, Fifth Third’s CIO when he recruited me, became COO and eventually CEO. CIOs are joining boards and CEOs like Ted Colbert. IT executives are underutilized in a holistic company strategy, though.
My odd professional path and those of my industry peers made me ponder about transcendence influence. Success requires capability and opportunity. I’m more than a CTO or CIO because Unisys’ CEO and COO have established an atmosphere where I can increase my reach and effect. I pitch customers, help our executives communicate with client accounts, and work with our investment committee. I’ve also joined our strategy. I love working under executives who consider me as a partner so I can contribute in whatever manner, which increases my dedication to the organization.
As IT leaders, we sometimes have to strive higher, venturing outside the IT or digital sector, to provide additional value and avoid the urge to stay in a box. Likewise, the work environment and culture enable “I’m not just a CTO” to get engaged in sales, learning, leadership, growth, strategy, marketing, and innovation. Why state, “We need a network upgrade to migrate to the cloud,” when you can offer other things? Our narrative needs improvement.
As an executive, you must give “value without borders or restrictions.” How can future leaders learn that?
Multidimensional competency, but it starts with the core. Because we were chosen for our IT experience, you must be competent at what you do and keep current on cloud, cyber, ChatGPT, and other developing developments. Know your business and how Technology may assist it achieve strategic goals.
Industry experience follows. I worked in four industries, but at Microsoft, I serviced healthcare and retail. So that IT skill becomes coupled with a range of industry experiences, which allows us to truly understand multiple ways value can be provided because you are using what you learned in one business as you move to the next. I saw distinct progress when I shifted from banking to manufacturing to learn about supply chain, inventories, sales, how they go to market, warranties, and so on.
Strategy comes next. So, my Technical skills and industry experience permit fresh thought and ideas. You now know enough to remark, “Why don’t we consider doing this?” when the IT executive’s ideas aren’t expected. You realize, I’m more than simply IT. It’s strategic planning. I’m lucky to be at Unisys, especially with our new brand’s vitality, because the appropriate atmosphere helps.
Business acumen is the final ingredient. You start talking to them in their terms—it throws them off at first because they expect you to talk about technical features and performance—but as you talk sales, profit margin, and client retention, you develop a deeper relationship.
Example?
I love my story from a big manufacturing firm. One part had $6 billion in revenue, five businesses, 75 locations, and 13 countries. I was the CIO. I presented a large ERP at the segment president’s leadership meeting. Benefits, expenditures, and timetable were covered. The president concluded, ‘Dwayne, with that kind of money, I could develop numerous manufacturing facilities. Not a good investment.
Though frustrating, this was an important lesson. That failed because I didn’t speak business. A year later, I presented a manufacturing transformation presentation with one of the business leaders on advanced supply chain, material management, inventory reduction, quality, etc. It was well-received. When I was using business terminology, it made more sense.
After doing those things, you start to ask, “Why aren’t we going to advertise this way?” Everything fits. Your path grows on itself.
This tends to affect your business partner status, highlighting IT’s transcending potential. Can you elaborate?
Multidimensional competency is key. The core removes all borders. The core usually goes one way—technical—or two—technical and industrial. This might be good for solutions and industries since you can do more in that bucket and stay faithful to that. You may be strong at this, developing people, and using strategic partnerships to deliver any deliverable.
They stop at two. Nonetheless, We can also enter business. Sales calls, as stated. I may discuss our cloud strategy and related matters. Even if you’re not in a business unit, you can contribute enough to be invited to strategy meetings. You’re not “IT.”
It adds value. Because you’ve covered everything, you may run for a board or advisory role. Solutions, industries, people, partners, strategy, boards, and advice. No limits—you transcend.
You must multidirectionally energize people to finish. Isn’t it people-oriented?
Leadership conundrum. Right now, I need senior leadership to trust me to deliver. I must also motivate workers to deliver that. Only both work. If the leadership team doesn’t trust me, inspiring staff won’t work. If the business trusts me but my workforce fails, that doesn’t work. Do both.
How would you summarize it for an ambitious IT leader trying to emulate you?
First, a travel. This route has bumps, bruises, setbacks, and a few failures. It shouldn’t hinder your goals. Technology gives us a unique view of the firm, but it requires resilience and guts. Learn, observe, and be agile. We may incorporate unique ideas into company thinking. As company leaders and strategic thinkers, Technology is what we do.
Talk business and effect business. Ask for business duties in addition to Technology, and lead or substantially contribute, not just participate. Demonstrate our worth. It might be bigger than you and they realize. Try!