Problem-Solving with Technology: It’s All About Impact

Technology is changing (or evolving) faster than we can imagine. In such a rapidly changing tech world, one might think that gaining a deeper understanding of technology (like the ability to write code, knowing the latest programming languages, etc.) is the key to climbing the technology leadership ladder. But here’s the truth: technology expertise alone won’t take you there.

True tech leadership is about more than just understanding code or deploying systems. It’s about solving business problems, leading people, envisioning the future, and embracing change. Let’s dive into what really sets apart those who lead from those who simply manage.

For that matter, in any area (not just technology), while core skills matter, there are other aspects that help one climb the leadership ladder. I have seen tech wizards at some companies who are still at middle management or not even there. And most leaders may not have the know-how of every single process. What differentiates them is their ability to take decisions, own those decisions, inspire people, solve problems, trust others to lead, and more.

1. Problem-Solving with Technology: It’s All About Impact

When in a tech leadership role, it is quite natural to approach every single problem with a tech solution. However, a great tech leader thinks holistically. They ask the right questions, dig deeper, and get to the bottom of the problem to uncover the hidden aspects.

Here’s an example from my personal experience: I was working with a global company where we deployed a customized solution to manage their employee onboarding. Suddenly, I got a call from their CEO saying that the system was not usable at all, and they were facing significant delays—each onboarding was taking no less than 40 minutes, and they had a huge backlog of hundreds of candidates. They summoned me and my team. I was present at the client site with my team in less than 12 hours.

The natural instinct was to analyze the response times of our application, server capacity, load, etc. But before doing all that, we requested to shadow the onboarding team for a day to see what was going on. Instead, they called an onboarding expert and asked them to demonstrate.

After spending around 90 minutes, we figured the problem was not with the technology at all. The problem was with the process. The onboarding solution was designed assuming that five different roles/users would perform various steps in the overall onboarding process. Additionally, the onboarding process itself would happen over an elapsed time of 2–3 days. However, the reality was that a single user was doing all the steps for all roles by logging in as a different user role after every step. What was supposed to happen over 2–3 days was being done in a single session.

The issue boiled down to new process training for the users. Of course, we had our own share of learnings. We didn’t take into account the user persona. There were sales teams involved in this process, and they hardly opened their desktops or laptops. As a result, they started delegating their tasks. Had there been a mobile app, it would have been easier. Similarly, some users were not very tech-savvy and not well-versed in English to use the application. A vernacular bot could have made interactions simpler.

After going through all this, we started by training the users on the application and implemented a series of changes to the technology. This resolved the issue.

Here, the approach was to solve the problem—not to upgrade or change the technology unnecessarily. The ability to apply technology to solve the right business problem, rather than just deploying tech for the sake of it, is what makes a real leader stand out.

2. People Leadership: Leading Beyond the Code

Another key aspect of a tech leadership role is people skills. How good are we at leading people? Are we able to inspire them?

Tech roles are highly stressful. With the ever-changing dynamics, leading teams in tech is even more challenging. In fact, as you rise in your career, your role shifts more toward leading people rather than systems.

Building a high-performing team means more than just hiring the best developers. It means creating an environment where they feel supported, valued, and empowered to bring their best ideas forward. You have to be a mentor, guiding your team through challenges, celebrating their successes, and helping them grow. A great tech leader doesn’t shy away from tough conversations but approaches them with empathy and emotional intelligence.

As tech leaders, we often get so wrapped up in metrics and timelines that we forget the human side. But the truth is, when you put your people first, success follows.

3. Envisioning the Future & Embracing Change: Think Beyond Today

Jeremy Irons in Margin Call says, “I am here to guess what the music might do a week, a month, a year from now. That’s it. Nothing more.”

This is probably the single most important aspect, in my view, for tech leadership (and any other leadership role in general). While we’re not trying to be the Nostradamus of tech, as a tech leader, one should be able to foresee long-term effects.

Tech leaders are expected to think beyond the current needs. Prepare your systems for changing business processes and ever-evolving technology.

The tech world is changing fast. As a tech leader, it is important to stay up to date and also anticipate where technology might head. It is equally important to make the right choices to invest time and resources and not just jump on every new bandwagon.

Leaders who anticipate change are more likely to embrace it and plan for it ahead of time. Change can be scary for teams. A leader’s role is to help the team embrace change with confidence, not fear. Leaders don’t have to master every new tool that comes out, but they need to stay informed, adaptable, and guide their teams smoothly through transitions.

4. Tech Leadership in Crisis: Grace Under Pressure

Let’s talk about something we don’t always like to acknowledge—crisis management. Whether it’s a major system outage, a security breach, or a critical project failure, crises happen in tech. When they do, how you handle the pressure can make or break your reputation as a leader.

Great leaders don’t panic. They stay calm, assess the situation quickly, and make tough decisions on the fly. But perhaps most importantly, they communicate clearly—with their teams, superiors, and customers. Transparency and decisive action under pressure are the hallmarks of true leadership.

Conclusion: The Full Picture of Tech Leadership

Being a tech leader is about far more than just having the deepest technical knowledge. Yes, you need to know your stuff, but that’s just the starting point. Leadership comes down to how well you solve problems, lead people, embrace change, envision the future, and collaborate across the business.

Unlocking your tech leadership potential means combining your tech skills with a broad set of leadership abilities that help you guide teams, shape strategies, and drive innovation. When you do that, you’re not just leading the tech—you’re leading the business.

About the Author

Goutham is the Associate Vice President heading the Applications division of the IT team at Collabera. With a strong focus on driving digital innovation and business growth, he excels in leading transformative IT initiatives and aligning technology solutions with strategic business goals. His leadership fosters a culture of teamwork, continuous improvement, and impactful results.