Today, IT managers, I think, have become very inward-focused in terms of adhering to process, cost and scope. These are all good things from the Capability Maturity Model (CMM) perspective, but are they really meeting the expectations of the customer?

Though we may follow all CMM processes faithfully, the customer is really looking for value-add beyond their specifications. Real successful IT managers are able to add value, enabling customers to become more competitive in their business spheres.

IT managers, in addition to knowing the software delivery process, need to be aware of technologies and domains so that they can deliver the best possible solution to a particular problem. This is what we call an innovative solution. That is the transformation that I would like to see in the mind set of all IT managers.

IT managers abroad would possibly be less stringent about processes, giving more attention to adding value in terms of domain, new technology and architecture. So how does one change the mind set of an Indian IT manager? One needs to start thinking out of the box and bringing together various stakeholders in the problem like domain expertise, technology expertise and possibly the architecture group for a brainstorming session. That is exactly what the people abroad do.

If the problem is too complex, outside consultants and talent can be involved, rather  than opting for the solution that exists in house and somehow make it fit the particular problem.

I am not laying undue emphasis on routine things like operational efficiency and delivery. The need of the hour is to find the best solution for a particular problem, rather than treat it just as a routine affair.

IT managers are often in a dilemma about choosing the more fruitful career path—managerial or purely technological. Some Indian companies offer a clear growth path in pure technology and pure domain, but still most professionals opt for the faster managerial route. Most Indian companies try to hire project managers or senior practice managers with some knowledge of the latest domain technologies, but as I said earlier, some of the deficiencies in managers in regard to technology and domain can be compensated by bringing all stakeholders together. I have seen some of the best-of-the-breed IT companies in India do so.

Yes, a pure technocrat too can become a CEO. I myself hold a master’s degree in computer science and have grown through the ranks. However, more boards and promoters are inclined to hire CEOs who can showcase diversity in terms of technology and domain, and now, also an MBA degree. This ensures that with overall grooming, the individual can solve the complex sets of problems being faced by companies today.

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—The author is CEO of Birlasoft. He has more than 30 years experience in the IT industry and has previously worked with Polaris and TCS