This rebranding can be applied to two areas: Job titles and department names. Here are some real example job titles from GIS practitioners that have rebranded:
- Content Delivery Manager - Charlotte, NC Water Department
- Decision Analytics Manager - Charlotte, NC Department of Innovation & Technology
- Geospatial Intelligence Manager - US National Geospatial Intelligence Agency
- GeoAnalytics Information Officer - Pennsylvania Turnpike Commission
- Geographic Information Officer - there are many examples of this one, especially at the state government level
- Director of Enterprise Location Intelligence - Walgreens
- Business & Location Intelligence Manager - DCSI South Australia
- Business & Location Innovative Services Supervisor - Cabarrus Co., NC
The ultimate accomplishment of all of this is to create a new strategic executive position that is above the GIS Manager and reports to a top executive. This is key, as guiding the strategic direction of enterprise GIS to enable location intelligence across the organisation is a full-time job. The GIS Manager position should focus on the operations, managing the GIS staff and projects. While this goal of creating this new executive position may seem impossible, there is evidence to the contrary. If executives see value and potential for more value in technology, they can – and will – create new full-time executive positions to lead these critical initiatives.
When enterprise technology was first implemented at most organisations, the first step was to create something like a Chief Technology Officer (CTO). As enterprise technology expanded, and with it, the value it provided to the organisation, additional positions are being created, like Chief Innovation Officer (CIO), Chief Data Officer (CDO), and Chief Analytics Officer (CAO).
If the lead executive can understand the full potential and value of Location Intelligence and GIS, they will create a Chief Geospatial Officer (CGO). If this is not possible in your organisation, it is possible to move up above the GIS Manager position to gain increased access and ability to affect change and expand the use of GIS.
Here are a few real examples of GIS practitioners that have done this from across the US, Canada, and Australia:
- Gary Maguire - State Lead, Geospatial Intelligence at Dept. of the Premier & Cabinet, South Australia
- Katherine Lynch - Principal Business Partner – Technology, BHP, Australia
- Nick O'Day - CDO, Johns Creek, GA
- Paul Giroux - Innovation, Business & Location Intelligence Officer, Greater Sudbury Utilities, Ontario, Canada
- John Houweling - Director Data, Analytics & Visualization Services, York Region, Canada
- Mark Wheeler - CIO, Philadelphia, PA
- Tim Oliver - CIO, Horry Co., SC
- Bryan Zumwalt - Director Office of IT & Innovation, Pinellas Co., FL
- Rob Bailey - Airport Technology Program Manager, Charlotte Douglas International Airport
Here's an interesting point for those that are GIOs, some GIOs report to the CIO/CTO, but some report directly to another executive. I think this is an important point to make that who you report to can often offer insight to the importance executives put in your position.
This shows that the top executive in that organisation values that position so much, that they want to personally direct their work. Additionally, there are some examples of GIS leaders that may not have the leadership titles, but still are valued enough to report directly to top executives. This is the case for the following positions:
- GIS Coordinator, Oak Hill, WV reports to City Manager
- GIS Analyst, Morgantown, WV reports to the Assistant City Manager
- GIS Manager, Montgomery Co., PA reports to the Chief Operating Officer
- GIS Manager, Skagit Co., WA reports to the Central Services Division Manager
What I'm trying to do here is show examples of how your peers are changing their role in the organisation to improve their personal professional development as well as increase the value of GIS. Use them as inspiration to do the same, change from GIS Manager to GIS Leader.
There is a tremendous opportunity for you as a GIS practitioner to move up in your organisation and transition from GIS Manager to GIS Leader. This is a valuable endeavour as it improves you personally and professionally as well as your organisation. Remember that your colleagues want your help and need your help, they just don't know it.
Reach out to them, be proactive, sell them on the value of spatial analytics and location intelligence. Enable them to use the technology themselves with easy-to-use apps that work on any device, anywhere, at any time. Even though your job description may not include working on the five pillars of location intelligence (Strategy, Organisation, Technology & Data, Culture and Literacy), make sure you are dedicating time to all of them, the people funding the enterprise GIS (taxpayers, shareholders, donors) deserve the ultimate level of return on investment and this means maximising the capabilities of the ArcGIS platform and expanding the number of users.
Don't try to do this alone; reach out to Esri, our distributors, and our partners, as well as your peers and professional network. Learn from the examples of your peers that are doing this. Get some non-GIS training on subjects like management, leadership, IT, and business. Remember that GIS is not about maps, it's about digital transformation. Align your work to helping the business and to what the leaders at the top deem important, that's how to create value.