During the late 80’s and early 90’s, the proliferation of desktop PCs and the integration of information technology into workplaces caused a significant transformation in businesses. Consequently, a divide emerged between business managers and technology managers. Furthermore, as a result of economic recession, companies were compelled to prioritize the efficient use of resources and maximize employee productivity.
According to a 2000 paper by Kakabase & Norac-Kakabase, it was recognized that many technology projects aimed at improving business processes and increasing efficiency were hindered by technology managers who lacked experience or interest in the business goals. Verespej (1999) described these managers as individuals who prioritize technology over human interaction and fail to recognize the value of information for clients.
For clarity, it is assumed that clients represent both the business in which the managers are based and external organizations. The paper mentioned that “With the rapid rate of technological and organizational change, the production element of information systems is losing its importance” (Kakabadse & Norac-Kakabase, 2000). Another paper by Anne Brackley in 1996 cites Colin Parker of the BCS in 1990 as stating that “The term ‘hybrid manager’ was coined by Michael Earl, Director of OXIIM at Templeton College, Oxford.”
According to David Skyrme (1989-1992), the term “Hybrid manager” originated but he supports Earl’s definition of it as “A person who possesses strong technical skills and sufficient business knowledge, or vice versa… hybrids are individuals with technical expertise who can work in user areas performing a functional role, but also excel at creating and implementing IT application concepts.”
According to O’Connor and Smallman (1995), a hybrid manager is someone who has knowledge in both business and IT. Skyrme refers to popular IT publications at that time which explain the importance of hybrid managers, mentioning that only 27% of UK CEOs were satisfied with their IT department’s ability to provide the necessary business advantage in the 1990s.
According to O’Connor and Smallman (1995), IT departments are facing problems that are not technical or fiscal, but rather organizational and managerial. Harris (2002) acknowledged that Curry (1995) had identified a gap between systems and business staff, resulting in separate languages and working practices. Therefore, it became evident in the mid 90’s that considering information as a strategic resource (O’Connor and Smallman, 1995) warranted the development of hybrid managers as a practical solution to the misunderstandings between IT and commercial employees (Harris, 2002).
The current state of the Hybrid manager appears to be less commonly discussed after 1995. This suggests that the terminology is no longer in use. Within my own organization, although I am not officially designated as a manager, my recent experience and professional training focus more on management and business objectives rather than purely technical responsibilities. The role of IS executives has transitioned from emphasizing technical skills to prioritizing managerial skills. In line with this shift, my manager, who comes from a technical background, now primarily focuses on organizational goals and responsibilities rather than technical work. In terms of my personal development, I recently completed a Post Graduate Certificate in Information Systems management.
The qualification incorporates modules like Managing Organisational Resources, which provides a strong foundation for individuals without expertise in accounting, finance, and operations management. It also covers People, Technology, and Management, where we delved into organizational behavior including individual and team roles, human resource management, and change management. In addition to that, we examined the utilization of information technology to aid managerial functions such as outsourcing, off-shoring, and other significant matters (University of Liverpool, ND).
Previously, skills like these were not typically considered relevant in the technology industry. However, today, most UK organizations providing technology-related guidance or assistance to public sector organizations are required to adhere to specific standards. These standards include ITIL Service Management and PRINCE 2 Certifications for project management. It is important to note that these standards do not specifically focus on technology or endorse any particular applications or technology.
Today, technology managers must prioritize accountability through awareness and adherence to various standards and laws. These include the data protection act, software licensing, and intellectual property rights (IPR). Project management standards primarily emphasize the creation and maintenance of a business case for technology development projects. PRINCE 2, for instance, recognizes the viability of a business case as the primary control factor in a PRINCE2 project (OGC, p18).
According to the Office of Government Commerce (OGC), the business case is a document that outlines the rationale and justifications for embarking on a project, encompassing anticipated benefits and cost reductions. It also highlights the significance of resource efficiency throughout the project’s lifespan and emphasizes that IT project managers must possess comprehensive knowledge of the business domain. This comprehension guarantees that the project maintains its focus on objectives aligning with business interests.
In addition, the projects I have recently led often necessitated more changes in political and organizational culture rather than an abundance of technological functionality. Based on my personal and professional experience, I firmly believe that the Hybrid Manager is now the norm, rather than the exception. While purely technical professions still exist, they are not managed by individuals who require a significant amount of management and political skills, if not more, than technological expertise.
Technology managers are constantly under pressure to improve efficiency, which can be frustrating as they need to defend significant investments in technology initiatives. They also have the responsibility of shielding their team members from negative perceptions while dealing with resistance to change and the overall organizational culture.
References:
Brackley, Anne (1996) Whatever happened to hybrid managers? The short history of the hybrids [Online], Available from: http://archive. bcs. rg/bulletin/dec96/what. htm (Last Accessed 14th December 2010)
David Skyrme Associates (1999) The Hybrid Manager [Online] Available from: http://www. skyrme. com/insights/6hybrid.htm (Last Accessed: 14th December 2010)
Harris, Lisa (2002). The Learning Organisation – myth or reality? Examples from the UK retail banking industry. Emerald Insight, Volume 9, Number 2, 2002, pp 78-88.ISSN 0969-6474
Kakabadse , Andrew & Korac-Kakabadse , Nada (2000). Future role of IS/IT professionals, Journal of Management Development, Vol. 9 No. 2, 2000, pp97-154.MCB University Press,
0262-1711
University of Liverpool,
Master of Science in Information Systems Management [Online]. Available from:http:/uol.ohecampus.com/laureate/upload/file/PDF/
ProgrammePDF_ISM.pdf Last Accessed13 /12 /2010
O’Connor,Gerry and Smallman,Clive (1995). The hybrid manager: a review. Management Decision, Vol. 33 No.7,1995 . pp19-28.
© MCB University Press Limited,
0025-1747
OGC(2005), Managing Successful Projects with PRINCE2.The Stationary Office.
