Score an Enterprise or Group CTO on Five Dimensions
Enterprise or Group CTO
Companion to The CTO You Actually Need · Updated 2026-09-29
| Dimension | Hiring evidence | 90 days | 180 days | One year |
|---|---|---|---|---|
| Role mode and strategy | Converted enterprise strategy into technical choices | Primary modes and portfolio constraints are clear | Investment themes influence real decisions | Technical strategy is visible in capital, retirement, and business options |
| Federated decisions | Built coherence without centralizing everything | Local relationships and thresholds are credible | Selected decisions move with less escalation | Autonomy and enterprise obligations coexist with lower coordination tax |
| Platforms and architecture | Ran shared capability as products and guardrails | Internal customers, costs, and duplication are visible | Programs stop, narrow, or gain accountable adoption | Shared capability measurably multiplies output or reduces risk |
| Capital and retirement | Made difficult portfolio choices | Major commitments and unfunded work are exposed | Stop and investment decisions occur | Portfolio is more focused and old cost or risk actually leaves |
| Board and external truth | Explained material technology choices to senior executives | Board narrative matches evidence | Board decisions and oversight improve | Fewer technology surprises and clearer strategic options |
Critical failure examples. Creates strategy without investment choices, grows governance without faster decisions, uses innovation to avoid the estate, or relies entirely on personal influence.