The ‘P’ Playbook Part 1: 10 Core Principles of People Management for Tech Leaders in the AI Era

Last week, I had the privilege of presenting to some of the nation’s most visionary CIOs and CISOs at the C-Vision International event in Miami, where I delivered a keynote on Reimagining Engineering Talent Deployment and Management in the Age of AI (Gen AI). Since I was working on a new blog series called The ‘P’ Playbook for Tech Leaders in the AI Era, I decided to share Part 1, which delves into The 10 Core ‘P’ People Management principles.

The ‘P’ Playbook is a collection of modern IT management philosophies, principles, and paradigms focused on People, Processes, Platforms, Programs, and Projects, with each key concept starting with the letter ‘P’—hence the title The ‘P’ Playbook. My goal is to help tech leaders rethink IT management strategies—not just to survive, but to thrive in the AI-driven economy. Here is Part 1.

IT now has two main frenemies (friend and foe at the same time): Outsourcing and AI.

In the past, we feared business process and IT outsourcing, but we learned how to tame and dominate it to our advantage. Outsourcing has been part of the IT landscape since the 1990s, particularly when cost reduction is a major business goal. As of 2024, approximately 26 million people are employed in the BPO industry, and according to Deloitte, 92% of the top 2,000 companies worldwide utilize IT outsourcing. By 2030, this industry is expected to exceed $1 trillion.

Today, we fear that AI will replace our jobs. According to McKinsey, by 2030, automation, including AI, could displace between 75 million and 375 million workers globally, which represents about 3% to 14% of the global workforce.

It is important to note that BPO has existed for many decades, yet its impact seems to be overshadowed by AI by at least a hundredfold. My point is that AI is not going away, and it is true that it will take some jobs—not only those of traditional workers but also roles within outsourcing. Therefore, we need to reinvent ourselves to remain relevant in our organizations.

This article is dedicated to exploring how we can survive and thrive in the AI era. My key suggestion to the CIOs and CISOs who attended the event is this: let’s humanize IT further. Technocrats are a commodity and can be easily outsourced or replaced by AI. IT must evolve into strategic business partners, actively engaged in decision-making processes that contribute to the overall business strategy—not merely a colony of labor (ergates) or soldier (dinegrates) ants.

The 10 Core Principles of People Management for Tech Leaders in the AI Era:

Take care of your employees, and they’ll take care of your business. Investing in people is like planting the seeds to build a forest, then picking up the fruits later.  Sure, you can chase after quick wins, but when you invest in selecting and developing the right team, you’re building a foundation that will pay off for years to come. Great people aren’t just cogs in a machine; they’re the dynamo that drives innovation, creativity, and productivity. Choose the wrong team members, and it’s like trying to win a race with flat tires—good luck with that!

By training, mentorship, and guiding personal growth turn employees from merely “good” to “great.” The right people, when nurtured and trained, will not only work hard but would want to see your business grow and thrive—because they see it as their own.

In IT, paying for the best team is not just a luxury; it’s a necessity. Skilled professionals bring expertise, foresight, and the ability to solve complex problems efficiently. Imagine hiring a budget surgeon for a critical operation—it sounds absurd, right? The same applies in IT. Cheap hires may struggle with complex challenges, make costly mistakes, or need constant handholding, leading to delays and even bigger expenses down the line. The best team ensures projects are done right the first time, preventing costly rework or downtime.

Going cheap on IT talent or solutions often backfires. For example, hiring less experienced developers might save on salaries, but you could end up with buggy software, security vulnerabilities, or a product that’s impossible to scale. Similarly, opting for low-cost, subpar hardware may lead to frequent breakdowns, repairs, or even catastrophic failures that can halt business operations for days. These issues create more costs in terms of time, money, and lost opportunities— perhaps tenfold than you would have spent on high-quality professionals and equipment in the first place.

When you opt for quality over quantity, you’re making a long-term investment in the stability and growth of your business. High-caliber IT teams and robust infrastructure may have higher upfront costs, but they deliver consistent performance, fewer disruptions, and greater innovation. The right people and tools can prevent small issues from snowballing into full-blown crises. Its like choosing a sturdy bridge over a shaky one, investing in the best ensures your business can handle whatever comes its way, without crumbling under the pressure.

Practical team members are those who say, “Let’s get this project done,” rather than “Let’s wait until we can get it absolutely perfect.” They get the job done without overthinking every minor detail, ensuring progress and efficiency rather than endless discussions about what could be, but probably never will be, perfect.

Imagine a team of perfectionists working on a project. They’re the ones who, after hours of perfecting a single slide, are still debating the exact shade of blue to use, while the clock is ticking and deadlines are looming. Practical team members, on the other hand, are like the unsung heroes who say, “Let’s go with the best option we have and move forward.” They understand that sometimes “done” is the better than “perfect,” and their focus is on delivering results rather than getting stuck in a cycle of endless revisions.

In the macro perspective of IT, practicality wins the match because it keeps projects moving, innovations rolling, and prevent teams from falling into a pit of perfectionism. Practical team members are the real MVPs (Most Valuable Players) —like the ones who actually finish a marathon rather than just talk about how they could have run faster if everything had been ideal. They’re the ones who get things done efficiently, keep the project on track, and make sure the tech world isn’t just full of beautiful blueprints or PowerPoints but real, functioning systems.

Placing business goals at the apex of the IT pyramid of hierarchy is akin to setting the destination before mapping out your route. Just as you wouldn’t embark on a road trip without knowing where you’re headed, IT organizations must prioritize business goals to ensure that every tech initiative and innovation aligns with the overarching objectives of the company. When business goals are at the top, IT solutions are crafted to directly support and drive those goals, creating a clear path toward achieving the company’s strategic vision rather than getting lost in the tech equivalent of wandering in scenic detours.

Consider a company aiming to boost customer satisfaction through enhanced service delivery. If IT focuses solely on the latest technologies without this business goal in mind, it might invest in advanced AI systems just for the sake of being cutting-edge, without considering whether these systems will actually improve customer interactions. However, if IT places the business goal at the forefront, it will choose technology solutions that enhance customer service efficiency, such as implementing user-friendly CRM systems that directly contribute to better customer experiences. This alignment ensures that technology investments drive tangible business outcomes rather than just showcasing the latest trends.

The principle of being business-focused, people-led, and tech-enabled is like baking a cake: the business goal is the cake itself, the people are the bakers, and the technology is the recipe and the oven. If you start with a clear vision of the cake (business goal), you know exactly how it should turn out. The people (team members) are essential because they know what recipe and how long they need to maintain the cake in the oven at what temperature.

For example, a company that wants to increase market share might focus on implementing a CRM system to better understand customer needs (business-focused), involve its sales team in choosing and using the system (people-led), and then use advanced data analytics tools and perhaps AI to support the strategy (tech-enabled). By keeping business goals at the apex, IT ensures that technology serves a purpose, the team is engaged, and the IT organization and the other stakeholders are aligned with its strategic ambitions and the business appetite.

A pact between IT and the business is essential because it ensures that both sides are rowing in the same direction. When IT and business units align on goals from the outset, it prevents the scenario where IT develops solutions that don’t address real business needs or where the business expects miracles from technology that isn’t designed to meet their demands. For instance, if the marketing department wants a CRM system to analyze customer behavior, and IT and marketing collaborate to define what success looks like, they’re more likely to create a tool that delivers actionable insights rather than a generic system that misses the mark.

Co-creating value is another crucial aspect of this pact. When IT and business teams work together, they can leverage each other's strengths to innovate and solve problems more effectively. For example, if the finance team needs a new reporting system, collaborating with IT from the beginning can lead to a solution that not only automates reports but also integrates real-time data analysis, providing greater insights than a standalone system. This collaborative approach ensures that the technology developed is practical, valuable, and tailored to actual business needs.

Aligning expectations is key to avoiding frustration and ensuring smooth project execution. When both IT and business units agree on objectives and deliverables, it minimizes misunderstandings and ensures that everyone knows what to expect. For instance, if the IT department commits to delivering a new software tool by a certain deadline, and the business unit is clear on what features they need, there’s less risk of last-minute changes or missed expectations. This alignment fosters trust and ensures that both sides are satisfied with the outcomes, leading to more successful and productive partnerships.

In the grand buffet of business, IT is the ultimate multitasker, juggling roles like a circus performer. First, IT steps into the role of a "waiter," carefully taking orders from various departments and stakeholders. Picture IT navigating a sea of requests: the marketing team’s craving for a sleek CRM, and the finance department’s appetite for a robust reporting tool. Just as a waiter listens intently to your food preferences, IT must capture these needs accurately, making sure no request gets lost in the shuffle.

Next, IT becomes the "chef," cooking up solutions that perfectly match the business’s appetite. Here’s where IT’s expertise shines—transforming those gathered orders into a tech feast that satisfies the company’s hunger for efficiency. For example, if the sales team needs a new lead tracking system, IT doesn’t just serve a generic tool. Instead, they craft a customized solution, adding all the right ingredients like user-friendly interfaces and seamless integration, ensuring the sales team gets the result they need.

When guiding top executives, IT takes on the role of a "psychologist," helping C-levels navigate the often-confusing tech landscape. Think of IT as the wise advisor offering sage advice on tech investments or digital transformations. If the CFO is uncertain about investing in cloud services, IT provides a calming influence, explaining how these investments align with long-term goals and easing executive worries with clear, data-backed recommendations.

Finally, IT leaders must also play the role of a "psychiatrist," keeping everyone calm and collected amidst the chaos of the bits and bytes of the multiverse. When tech troubles strike, IT leaders are expected to diagnose and resolve issues, prevent organizational breakdowns, avoid costly business disruptions, minimize organizational frustrations, and prevent team burnouts.

Imagine your organization thinks that the new software is a buggy mess because of a few early hiccups. Imagine that your SDWAN (Software Defined Wide Area Network) has had major birth pains.  Even if the tool is technically sound, the negative buzz can turn it into a tech villain in everyone's eyes. It’s like thinking a movie is terrible just because of a bad trailer—often, the actual content is much better than the first impression.

This magic trick of perception can also skew how IT projects are judged. Picture a system upgrade that’s seen as a disaster because of some initial glitches or delays. Despite the upgrade eventually improving efficiency, the negative perception might stick, overshadowing the real benefits. It’s like a chef whose dish gets panned because of a messy presentation—if the first bite isn’t perfect, the rest might be unfairly judged.

That’s why IT folks need to be data-driven storytellers. By establishing and communicating the facts clearly, they can counteract misconceptions and align perceptions with reality. For example, if a new CRM system is enhancing customer service, showcasing detailed performance metrics can help shift the narrative from skepticism to satisfaction. As they say, “While we trust in God, everyone else must bring data”—because in the realm of IT, it’s the hard facts that dispel myths and set the record straight.

IT leaders need to put their teams out there in the field where the actions happen because the best solutions are often developed through hands-on experience rather than from behind a desk. When IT professionals are immersed in the real-world environments where their systems will be used—be it the warehouse, the shop floor, or the storefront—they gain valuable insights into the practical challenges and the real needs of end-users. For instance, a warehouse management system designed with input from those actually navigating the aisles will be far more effective than one developed by somebody behind a desk with limited understanding of reality.

The best systems are crafted where the action happens because these environments reveal the nuances and specifics that may not be evident in a PowerPoint presentation. If IT folks visit the shop floor to observe workers using existing tools, they can identify pain points and inefficiencies that need addressing. It’s like a chef tasting their own dishes in the kitchen rather than relying solely on customer feedback—they need firsthand experience to perfect their recipe.

By getting their teams out into the field, IT leaders can ensure that solutions are grounded and tailored to actual needs. This approach fosters a deeper understanding and connection with users, leading to more practical and effective systems.

IT professionals need to be pro-business because the role of technology in today’s organizations goes far beyond just managing systems and troubleshooting IT problems. Being a technocrat—a purely technical expert—has become somewhat of a commodity. As technology advances, many technical tasks can be automated or outsourced, and even AI can handle routine technical functions with ease. This means that simply being good with tech isn't enough anymore; IT professionals must also understand and contribute to the broader business strategy to remain indispensable.

The shift towards becoming strategic business partners is crucial for IT leaders. IT professionals must find a way to engage themselves in the decision-making processes that shape the company's future. For example, an IT leader who understands market trends and business goals can help design technology solutions that align well with strategic business objectives, such as improving customer engagement or streamlining operations. This involvement ensures that IT is not just a support function but a driving force behind business growth and innovation.

To avoid being seen as a colony of labor or soldier ants executing orders, IT must evolve into a proactive and strategic driver of the business. This means participating in high-level planning and contributing to decisions that impact the company's direction. By integrating technology strategy with overall business strategy, IT professionals can ensure that their work not only supports but also advances organizational goals. As technology becomes more integrated into every aspect of business, the value of IT as a strategic partner—rather than a mere executor—becomes increasingly clear.

In the IT world, “put in the work, put in the hours, and take what’s ours” is more than a motivational mantra as suggested by Dwayne “The Rock” Johnson; but rather a blueprint for IT success. IT professionals can’t expect to make a real impact without putting in the time and effort. This means going beyond routine maintenance and diving deep into understanding business needs, developing robust solutions, and continuously refining those systems. It’s about the sweat and grind that transforms technology from a mere tool into a strategic business solution.

“Putting in the work” and “Putting in the hours,” means investing extra effort in building strong business relationships and having face time with business leaders and all levels of the organization. This isn’t just about being available; it’s about engaging actively, understanding the nuances of the business, and ensuring that IT solutions align with strategic goals. Face-to-face interactions with business leaders allow IT to gather insights, address concerns directly, and provide tailored advice that’s grounded in both technical expertise and business acumen. These interactions help IT become not just a service provider but a trusted business partner.

AI might be great at automating processes and analyzing data, but it still can’t replace the human touch required for effective relationship-building and strategic consultation. AI lacks the ability to understand complex business dynamics, negotiate with nuance, or offer empathetic, context-aware advice. By investing time in personal connections and acting as a trusted business-technology consultant who truly understands and anticipates business needs, IT professionals can ensure that they are not just another cog in the machine but a critical driver of organizational success. So, while AI excels at many tasks, the human elements of dedication and relationship-building remain irreplaceable.