1. Captured thoughts based on my two decades of experience in the IT world and how my mind thinks about Chief enterprise Architect as well as Chief Technology Officer in a pragmatic perspective. 2. Churning my mind for getting the view of myself as CEA and CTO. And keeping every Aspirant in my mind, how they approach towards this kind of churn. 3. Captured thoughts limited to the high level bullets in an End-to-End Corporate Life cycle blend with more of CEA/CTO office IT life cycle of events. 4. Right from the Approach to content, Content to the real-time abstractions and leaving the details to the respective qualifiers.

1. Inside My Mind – CEA & CTO Dimension:
I startedanotherexcitingandinterestingdayonmycontinuoussailingusingEA Boat,havinga cup of
coffee onthe maindeck,UnclutchingmyinnerexperiencesanddecidedtoChurnmy“Inside mind” ona
ProfessionalAxis asa Chief Enterprise Architect (CEA) andChief TechnologyOfficer(CTO) withof wealth
of Experience&Expertise Leverforthe last two decadeswithCorporations,Banks,FinancialInstitutions,
Airlines,Payments,Automotives,Financial Markets,TechnologyEnablers,ISVs,Innovationandmuch
more.
Andaftertwo hours,I woke upand witnessedthese “Mindmappingbeans”inraw form, triedto group
theminraw form again basedon specificcapabilityandarea intoa full of 7 pages. Of course,these
beansindividuallycanbecome anindependentTree butrestrictingmyChurnspeedtolittle overthe
bullets.
Later realizeditmaybe a Self-EvaluationorSelf-Healingexercise.Hopefullyithelpsme andevery
aspirant!
Office of the Architecture & Technology - Strengths I have as a CEA/CTO:
 -Many criteriafollows,butfirstandforemostisLove andpassionforTechnology
 -Design/Programmingthinking100,00 0ft is one of the mostelegantanddemandingformsof
appliedknowledge forthe EA office andTechnologyOffice
 -AbilitytothinkeffectivelyinAbstractterms &Contextual tothe Corporate/Business
 -Abilitytodeal withambiguity &drive the problemsolvingfromwhole –to-Point
 -Abilityhavingstrongleadershipandteambuildingskillsfor EA/TechnologyOrganization
Myself as a Successful CEA/CTO:
 -True way to measure the successof the CTO isto lookat the "success"of the enterprise.
 -"Success"means,Short-termSuccessaswell asLong-termSuccess.
 -Enablesthe businessof the companybyunderstandinghow Technologyimpactthe business
everycorner
 -Measure effectivenessusingthe same metricsthatare usedto measure the business
 -Effectivenessis,Measure of the sustainable growthwhile maximizingreturnoninvested
capital.
 -Same measuresasthat of CEO but understanddirectlyhow yourtechnologydecisionsimpact
the business, Juggle&knowhow those are right decisions.
 -ToolsusedbyCTO to measure businesssuccessare Technical oneslikeTechnical Expertise,
TechnologyLeadershipandITstrategicplan.
 -Credible inthe eyesof the othercorporate leaders,the employeesandthe customers

2.  -Must understandhowITdrivesthe companyandunderstandthe "Contextof the Technology"
 -"Contextof the Technology"means,Technical areas,CustomerNeeds,the Businessimpactand
the Corporate Strategy
 -Notjustunderstandingthe Issues/challengesinthe corporate Technical,butcommunicate
theminthe "animate terms"thatapplytothe interestedparties.
After Evolution as a CEA & CTO:
 -a True C-level executivewith10ft thinkingonTechnologysolutionstothe businesschallenges.
 -CTO shouldunderstandall the Facetsof companyincludinghow hisdecisionsprovide
added/strategicadvantage forthe companyandthere by shareholdervalue isindirectly
influenced.
 -IT's StrategicAdvantage boostedwithTechnologyandTechnical decisionsfromCTO.
 -Role continuously evolvesasa fine line betweenInternal TechnologyandExternal technology
continuoustoblur.
 -Realize andmaximize the understandingof overlapWhatwe doforour customersandwhat we
do forour enterprise.
 -Identifythe Strategicvalue of technologyandTechnical aspectsfromeachproject,consolidate
themat Program/PortfolioandthenatEnterprise level.
 -Influence projectsviaTechnology,Platformandcross-domain,cross-segmentandcross-
businesslevel reusabilityandhelpcompanymake moneyviamultiple possible Revenue
generationchannels.
 -Thinkas muchof Chief InnovationOfficerinbringingnew/derived/self-grownInhouse
technologytothe attentionof Execs.
 -Must championinnovative ideasandmake sure the team/employeesare setupto be
innovators.
CTO & CEA Challenges – Pragmatic View:
 -Dailybasis,Internal Technologychallenges,AcceleratedDecisionmaking,Influencingthe
businesschampions/Execteam
 -Roadmapchallenges,Platformlevel challenges,CustomerspecificchallengesandExternal
Technologychallenges
 -Resource/Teamlevel challengesandPolitical challenges,Lastbutnotleast,Technology
Learningchallenges
 -Challengeof findingrightbalance of breadthvsdepth.

3.  -"Depth"means,forexampleunderstandingunderlyingnetegrities,principles,implementation
detailslike howdataisqueuedup,how DataGalaxy/Lake internallyworks,vendorspecific
detailsona feature,howdatacompressionimplementationsandetc.
 -"Breadth"means,Understandingof full range of activities/issuesincreatingEnterprise
Architecture andetc.
 -Intellectual PropertyChallenges
Overcome Challenges – CEA & CTO's Actions:
 -CTO/CEA shouldstay-aheadabove all the ABOVEchallengesbyunderstandingthe businessand
businessneedsIamoperatingin.
 -Misconceptionis - above isa difficultareaontechnical backgrounds butthinkingaboutme,I
am havingwealthof Enterprise Architecture backendthathelpsme toovercome this.
 -Gainthe respectfromthe people Iworkwithandmustvalue JudgementandLeadership
 -Havingmore HonestyandIntegrityhelpbuildcredibility
 -My focuson IT, Architecture,Software,SecurityandNetworking - Drive Strategythinkingto
realityandproblemsolving innature.
 -Dealingwithgrowth - AlignStrategy - Technology/Architecture with - Process,Buildthis
pyramidfora Customercontext
 -Primaryway I dealtthisissue is - concentratedefforttodevelopinternalleadership,formal
"People - Technology - Developmentprogram"
 -create teamof businessandfunctional leaders,capabilitytocarry forwardthe culture of the
growth,TechnologyLeadershipand Personal Integrity.
 -OtherwayI have dealtis - Enablingthe Integrationof Acquisitionsvia
Business/Function/TechnologytogainStrategicadvance.
 -Segmentlevel Integrationas - SpecializedandCommon-Core Verticals
 -GetBuy-infromTechnologyleaders fromAcquired Company andstakeholdersinthe common
strategicinitiatives.
CEA/CTO - Personal Management Style:
 -I Enjoyworkingwithpeople,show interestinthemandtheirneeds
 -Gathergroup of people whoare willingtolistentomyideasandtake directionwhennecessary
 -Informal management style mostly works,butFormal tooattimes.
 -Most Technical folksdon'twanttobe managed
 -Reserve managementforBusinessunits,Portfolios,ProjectsandBudgets

4.  -Leadershipapproachwillbe toinfluence to achieve desiredgoalswithinthe team
 -TransformingbusinessVision/Missionintoeasilyunderstandable andmeasurable goals
 -Goodcoach in achievingthe teamsuccess
 -Delegate - style of delegatingthe goalsnotthe tasks.At times,beingVice-versa
 -Outside-Inworkingstyle
Working with PMO Team – as a CEA/CTO:
 -KeyOperational Issuesresolving,workingwithSVP,President,CI0/CDOGeneral managers.Help
supportspecificbusinessgoals
 -Share Technology,People, andMethodologies acrossthe Portfolios/Businessunits
 -CloselyworkwithfunctionalVP-Engineering,IT,Finance,OperationsandHR
 -Asa CTO in myearlydays withincompany,Ran/LeadbothEngineering/InnovationandIT
 -Nowas a CTO workingwithdedicatedexecutivesforthose functionsandwork withthemto
helpaccomplishall Technologygoals
Working Style of Engineering and IT – as a CEA/CTO:
 -The companiesIworked,Technologyconsistsof bothEngineeringwhichencompassesProduct
developmentandIT whichincludesinternal projectsandBAUsupport
 -Workedinan environmentwithVP-EngineeringandVP-InformationTechnologyFunctions
 -Engineeringside - Centralizedsource forstandards,supportfunctions,technologyinitiatives
and Innovationdevelopment
 -Actual Engineeringprojectsare decentralizedaseachengineerworksonprojectswithintheir
businessarea
 -IT side - Fullycentralized,organizedbyfunction(Supportfunctions,Servcie functions,
Infrastructure andprojectsare Team-oriented
Working style of me as a CEA/CTO in Organization/Corporations:
 -I have experiencedPure Matrix organizationsandPure Line Organizations
 -Seenprosandcons of both and buildinternal organizationsonhybridmodel

5.  -centralizedOrganizationforCollaboration,sharedknowledge acrossbusinessfunctionsand
Processimprovements
 -Butalso distribute actual projectfunctionstomake sure teamsaddresstehimmediate business
goalsof eachbusinessunit/Portfolio
 -Thiseliminatesthe conflictof interestandreplacesitwithtotal accountability
Me as a CEA/CTO - Building the Reputation of the IT:
 -Always achallenge inbuildingthe reputationof ITinan Engineeringorganizationandengineers
are hardestcustomerstoplease
 -Seenstrugglesinthisarea,butpossiblesuccessisachievedthroughStrong
Engineering/Technical Leadership
 -proactivelyreachedouttothe BusinessUnits/Portfolios,understandthe needs,
enlighten/educatethe Platforms'currentcapabilitiesandbetteralignwithIT
 -Inadditiontothe above,continuedtoupgrade the capabilities (Technical,business,process
and IT)
 -Self-service educationandwiki portals,allowingtobe part of the weeklyTechnologyRound
tables,Internal projectlevelworkshopsandArchitecture councils
 -Encouragingtoget certifiedbothinternallyandexternally
 -Hiringadditional topTechnology/ITprofessionals
 -I have beenpartand playedakeyrole incompaniesinbecomingindividual BusinessUnits/IT
divisionsbecomingtheirownSelf-profitable centers.
Understanding of Cost Models – CTO/CEA Organization:
 -BusinessUnitsare responsibleforEngineering,ProductdevelopmentprojectsandITProjects
 -Businessfundedactivities,CustomerfundedactivitiesandInternal R&D/Innovationfunds
 -Internal projects - Standardbudgetingtoaccomplishsmall/mediumprojects
 -Major Project- NeeddetailedROIanalysis
 -Selectioncriteriaforthe projectsare of great value tothe corporations - For example,Time to
Market, immediateaddressingtothe customerpainareasisa keydriverinprofitabilityand
CustomerExpectationmanagement.

6. Me as a CEA & CTO - Managing Technology/Architecture Teams:
 -TechnologyteamsbasedonProjectbasisaswell asLab model
 -Each projectcan have a complete differentstructure
 -Butall the teamsmustfollowsame processes,progresstracking,PLC, andPeerreviews
 -Projectstructure leadsthe nature of the work
 -Keepahighlydynamicenvironment,move peoplearoundandproactivelyengage the
problems/issuesacrossthe Businessunits
 -My involvementwhenchallengesarise bothproactive/reactive,helpingthe teamnottryingto
solve aWrong problem.
Establishing Goals - CEA/CTO Leadership:
 -BusinessVision/Mission,toplevel goalsandworkingwithExec/Businessstrategyteams
 -Transformedformal goalsatthe top level of each division/portfolio/unit
 -Asa CTO I am not responsibleforestablishingspecificdetailsandprojects.
 -Theyhave beenestablishedbythe businessunitswithfiscalresponsibilityforeachproject.
 -Asa CTO I will ensure,goalsare consistent,Technology, Platforms,Reuse will be ontopof each
Unit
 FollowmyearlierPresentationBusinessInitiativestoProjectlevel goalsframework.
http://www.slideshare.net/brgowd/business-initiatives-to-user-stories-implementation-reality
Measuring the Success – as a CTO/CEA:
 -Project/Program/Portfolio/Segmentlevelreviews - StandardssetandPMO/Process
involvement
 -Timelyreviewprocesswithall stakeholders includingSecurity,compliance andRegulatory
 -Major Gate Reviews,MinorSub gate reviews
 -Goalsto Metricsto project,program, PortfolioandSegmentleveldecomposition
 -MonthlyProgrammanagement/Steeringcommitteereviews,EarnedValueReporting
 -Technology/Businesssuccessbasedonproject-by-projectbasis
 -Engineering,InnovationandBAUSupportsuccessthroughrespectiveGoalstometrics

7. Capitalizing the Strengths – CEA/CTO Role:
 -Workinginextremelydemandingenvironment
 -SeekTrends,Doa tread-mill,MapTrendsto Opportunities,Relevance of the Opportunity,Work
out ROIand Translate to a Project(Engineering/Innovation)
 -StrongFeedback-echoingsystemandCapture the Leaninvolved,measure the LeanandFigure
out formal action
 -Individual capabilitiesandorganizationlevelmutual effort,WIN-WIN
Creating a Productive Environment – CTO/CEA Role:
 -PositiveandProductive environment
 -Create andProvide the necessaryToolstogetthe Jobdone
 -Everyone understandsnotonlythe Corporation's missionbuthispartinachievingthe mission
 -Motivate andEnlightenthe peopleinthe formof Feedback,Facilities,Frameworkand
TechnologyFarm
 -Be a good attentive listenertothe problems/IssuesandProactive enablerwithTechnical
Expertise andBusinessunderstanding
 -SuccessEnabler- Adaptabilitytochangingconditions,culture of havingwillingnesstoadmit “I
don't know”andcommitmentinletotherpeople do
Reddappa Bandiisa Chief EnterpriseArchitect, AVP-EnterpriseArchitecture&Global Knowledgeleader
at NessTechnologiesand Lead the variousISV Labsasan Engineering Leader,ArchitectureFunction
Leader and asa Chief Solutioning/TechnologistforGlobalFinancialServices BusinessUnit.