The industry skill shortage across the board has been well documented, but the resignations of two well-known local industry heads in as many weeks recently, and reports of research that tech CEOs' tenures are becoming short-lived, begs the question: is it getting tougher at the top?
At the time of their departures, neither former Microsoft country manager Helen Robinson nor ex-EMC managing director Craig Stoddart gave specifics on their future plans, with company statements citing the pursuit of other business and personal opportunities (Robinson) and personal reasons (Stoddart). We haven't been able to contact either since that time.
This recent NBR report showed increasing turnover in the higher ranks of local tech firms.
From the perspective of someone who deals with many technology company leaders but who isn't part of their organisations, it's easy to see how top roles are becoming more demanding.
Other than being sought after for comment on stories by us journo types, there's the aforementioned difficulties finding staff, increasing expectations of IT' performance within a budget, growing environmental concerns, demands of travel and of balancing work and home life.
The channel is also characterised by people at all levels switching companies. Sometimes leaders and other staff are simply shoulder-tapped for a new or better opportunity. Other times a change is needed after a certain amount of time in a role.
A leader is often selected for their charisma and can significantly contribute to a company's culture, and their departure can be disruptive.
If our tech CEOs are becoming endangered and are now more prone to leaving their jobs, organisations need to address the trend and not only look at retention of lower and middle ranking staff. Ensure leaders are appropriately rewarded, challenged though not to excess and retained for the long term.
