The Sorry State Of IT Education

As our traditional corporate silos continue to collapse, IT professionals will need to take on more cross-discipline responsibilities to advance their careers. Unfortunately, our education systems are failing to prepare IT pros for those responsibilities, and it will fall on employers to pick up the slack.

First, a little history to understand how we ended up where we are today.

In the mainframe era, there were no formal IT education programs. Computer professionals in the 1950s and 60s, including my father, learned all of their skills at work. That training often came directly from the mainframe hardware vendors, the likes of IBM, Honeywell, and Digital Equipment. The skills were limited to those required to perform the necessary business functions with that computer equipment, but the employees being trained had a fundamental understanding of the business of their employer.

By the time the PC era hit in the 1980s, universities had developed four-year computer science and MIS programs. But the PC and the advent of Unix, NetWare, and Windows systems moved too rapidly for those university programs, and although they continued to crank out well-trained software programmers (some of them even using contemporary languages), there was still a dearth of training for those working with non-mainframe computers.

[Customer satisfaction sinking? Read Why Does Customer Service Suck?]

Out of that challenge evolved two new training tracks, both of which have contributed to the sorry state we're in today. The first track consisted of self-motivated high school and college students who taught themselves the necessary PC skills to get a job, sometimes before graduation. The second was the trade school, which produced droves of "certified" 20-somethings ripe for the picking in the rapidly growing IT field. Both tracks have the same fundamental failings: They're not designed to teach business fundamentals or critical thinking.

{image 1}

As a result, the industry is now flooded with hundreds of thousands of IT professionals fully capable of performing procedures they've been taught, but incapable of thinking through a problem. These IT pros can't identify symptoms, analyze possible causes, evaluate potential solutions, or implement the correct one. The "scientific method" many of us grew up with is virtually unknown to younger IT pros today, despite the fact that our public schools insist on trying to teach chemistry and physics to 7th and 8th grade students.

We live in a time when the entire knowledge of humanity is available at the click of a mouse, when almost every published book of knowledge still worth reading is available for free online or dirt cheap as an e-book. And yet the process most of today's IT pros use to learn a skill amounts to asking somebody else how to do something.

Hopefully, the answer they get is the right one, because there's also very little judicious selection of mentors. I've seen many cases where one undertrained IT pro gets bad information from another undertrained IT pro, and it doesn't take very much of that before an entire community of people is operating inefficiently, ineffectively, and to the detriment of the employer.

The necessary future of IT education
OK, so that’s the fundamental problem, and it exists in every IT shop in every business in every country. Now what do we, as CIOs, CTOs, IT directors/managers, and business owners, do to stop this slide into mediocrity?

First, we must put the expectation of "professional" back into the job descriptions of those people we call IT pros. "Professional" should mean the same thing for IT as it means for any other credentialed profession, whether medicine, law, education, architecture, or finance. Professionals are held to a certain standard of skill and behavior. Would you tolerate your family physician misdiagnosing a common illness? How would you feel if your lawyer didn't understand the legal terminology in the contract you're about to sign? What if your auto mechanic were unable to determine why your car won't start or, worse, started changing the tires to see if that would help?

So why do we tolerate IT pros who don't understand the basics of how a computer or network works?

Almost every profession requires its members to engage in continuing education. Not IT. Furthermore, it's one of the few professions that isn't licensed by the government. Now, I'm no fan of government regulation, but its licensing of other professionals allows us to implicitly take them at their word. Personally, I'd like to keep the IT profession unlicensed, but in order to do that, we're going to have to police ourselves.

Second, we must give IT pros the opportunity to develop their own skills and careers. When I was a supervisor in the trenches, I instructed my staff to spend 10% of their work time on professional development outside of the skills necessary to do their jobs. And by 10% I didn't mean spend one month out of the year cramming for a certification exam; I meant invest four hours every week in learning something new related to their careers.

Third and most important, we must develop our people's critical thinking skills -- again, so that they can recognize a problem, identify and analyze the symptoms, and develop and implement the appropriate solution.

Computing systems will get ever more complex, requiring IT pros to have advanced technical, business, and analytical skills. It's our responsibility as technology leaders to provide them with the opportunity and resources to develop those skills. Our business survival depends upon it.

Our InformationWeek Elite 100 issue -- our 26th ranking of technology innovators -- shines a spotlight on businesses that are succeeding because of their digital strategies. We take a close at look at the top five companies in this year's ranking and the eight winners of our Business Innovation awards, and offer 20 great ideas that you can use in your company. We also provide a ranked list of our Elite 100 innovators. Read our InformationWeek Elite 100 issue today.