As a CTO, organizational challenges are part of the job description. Whether it’s resolving team conflicts, securing the right resources, or boosting operational efficiency, the problems can be complex and varied. Over the years, I’ve developed a mental model—a toolkit of five approaches—that helps me tackle these challenges head-on. Here’s how I approach problem-solving.

1. Solve with Technology

Technology often presents the most straightforward solution. By systematizing organizational processes or enforcing best practices—such as code coverage, standardized interfaces, or a robust ticketing system—you can significantly reduce human error and streamline operations. However, technology alone can’t always address issues, especially when human judgment, ego, or poor behavior are involved.

2. Solve with Organizational Structure

A well-designed structure is crucial for organically streamlining communication and aligning your team with the vision, operational model, principles, and culture set by its leader. For instance, an R&D team reporting to a VP of Product will naturally be more product-oriented but might neglect tech debt and long-term technological investments. While no structure is perfect, the key is to ensure it’s designed to achieve your primary goals.

3. Solve with Process

While structure provides stability, processes introduce flexibility. For instance, technological guilds can take charge of managing common services, addressing tech debt, or driving tech investments on a quarterly basis, especially when the structure doesn’t naturally support these activities. However, a process that is overly complicated, lacks clear ownership, or is missing a defined objective and monitoring mechanism is destined to fail. Processes should be simple, well-defined, and aligned with clear outcomes to ensure that nothing falls through the cracks.

4. Solve by Bringing in Talent

Sometimes, the solution lies in bringing in strong domain experts. For example, it’s nearly impossible for a company to successfully embark on an AI journey without an adequate AI lead. Finding the right person can be challenging due to the scarcity of top talent, and introducing too many “unique snowflakes” might disrupt organizational stability.

5. Solve by Growing Talent

This long-term approach is one of my favorites because it opens new opportunities for your team members. Investing in people within your organization makes them feel valued and appreciated, leading to higher retention. However, growing talent internally can be difficult, especially when you first need a domain expert to mentor the team.

Conclusion

Many challenges require a combination of these methods, but framing my plans within this mental model has been invaluable for me and my colleagues. One last note—when dealing with people, effective change management is essential. You need to mentor, provide feedback, and clearly define what aligns with your culture and what doesn’t. Unfortunately, bad actors won’t fit into any of these approaches. Change management often looks much easier on a presentation slide than it does in practice.

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