Every business today has some technology as part of its strategy. Inevitably, it is becoming harder for many CEOs to effectively lead their R&D efforts at the same time that their investment in tech keeps growing. Even startup founders can find themselves flustered when trying to understand whether a particular issue is genuinely impossible, getting the team to provide reliable estimates, and having their top tech leaders speak in plain words as opposed to jargon. This book helps them bridge the culture gap between the C-suite and R&D, cover frequent tech-related decisions and issues, and provide a way to unlock tech as an offensive weapon and a strategic differentiator. To create an environment where technology is not merely an execution mechanism but acts as a fulcrum for strategic opportunities, one must put a particular leadership team in place and equip them with digital literacy. Based on the author's experience and discussions with hundreds of executives worldwide, he short-circuits common failure patterns and enables non-technical senior leaders to act with more certainty and clarity regarding their tech efforts. Startups and tech efforts initiated without enough understanding of the technical aspects often have to be scrapped and started from scratch within 18 months. This can make-or-break certain endeavors, and as the author has helped his clients avoid these problems, the book will help the readers establish a sturdy foundation to work from. The book covers clear guidelines for founders, executives, and senior leaders that are not tech-savvy. These include establishing a tech organization, making the first key hires, assessing the relevance and risk involved in different options, and creating a healthy connection as opposed to a tech silo. On top of that, it will include lessons and case studies that stem from my experience in the “Startup Nation,” such as how to inject chutzpah into daily discussions and create an organization with habitual innovation.

Every business today has some technology as part of its strategy. Inevitably, it is becoming harder for many CEOs to effectively lead their R&D efforts at the same time that their investment in tech keeps growing. Even startup founders can find themselves flustered when trying to understand whether a particular issue is genuinely impossible, getting the team to provide reliable estimates, and having their top tech leaders speak in plain words as opposed to jargon. This book helps them bridge the culture gap between the C-suite and R&D, cover frequent tech-related decisions and issues, and provide a way to unlock tech as an offensive weapon and a strategic differentiator. To create an environment where technology is not merely an execution mechanism but acts as a fulcrum for strategic opportunities, one must put a particular leadership team in place and equip them with digital literacy. Based on the author's experience and discussions with hundreds of executives worldwide, he short-circuits common failure patterns and enables non-technical senior leaders to act with more certainty and clarity regarding their tech efforts. Startups and tech efforts initiated without enough understanding of the technical aspects often have to be scrapped and started from scratch within 18 months. This can make-or-break certain endeavors, and as the author has helped his clients avoid these problems, the book will help the readers establish a sturdy foundation to work from. The book covers clear guidelines for founders, executives, and senior leaders that are not tech-savvy. These include establishing a tech organization, making the first key hires, assessing the relevance and risk involved in different options, and creating a healthy connection as opposed to a tech silo. On top of that, it will include lessons and case studies that stem from my experience in the “Startup Nation,” such as how to inject chutzpah into daily discussions and create an organization with habitual innovation.

Leaders of tech organizations have to regularly adapt their strategies in an ever-changing market. Creating a culture that understands and supports both the technical and the nontechnical is a refined skill that can be difficult to master even for a leader with years of experience. The Tech Executive Operating System helps you apply your personal expertise and build a thriving R&D organization that moves the needle. Tech companies spend an average of 15% of their revenue on R&D. As they grow, they find the return on this large investment decreases at a fast pace. Executives and leaders of companies big and small are at a loss and seeking guidance. Author Ben-Yosef expertly walks you through the need to set goals, translate business objectives to R&D terms, and establish the organizational structures and processes to create the biggest impact. The Tech Executive Operating System is a rare book that provides useful yardsticks to measure the progress and contributions of managers, teams, and individuals in your organization. Tech executives, first-time startup founders, managers , CEOs, and other non-technical founders of startups who want to better understand a significant part of their organization all have invaluable knowledge to gain from The Tech Executive Operating System. Ben-Yosef's thorough research and real-world examples enhance the lessons and make your goals clear. Engineering organizations can be vastly improved by this multi-faceted approach, and the future of tech is calling for it. What You Will Learn Create a toolkit for your employees to put in place a remarkable engineering team Discover an impact-oriented approach to goal-setting that will be especially usefully for remote employees Turn the R&D department from a cost center to an innovation center Who This Book is For Tech executives and their direct reports, first-timer startup founders, junior leaders in tech organizations, middle-managers in big enterprises, CEOs and other non-technical founders of startups who want to better understand a big part of their organization and how best to address it.