In der heutigen Zeit verändert sich Technologie so schnell, dass es fast unmöglich ist, immer auf dem neusten Stand zu sein. Vielmehr sind folgende Fähigkeiten gefragt: 1.) Abstraktion, also wie kann ich ein konkretes technisches Problem auf eine höhere Abstraktionsebene heben, z.B. durch Beschreibung der Datenstrukturen auf Basis der Gesamtarchitektur der Softwarelösung 2.) Übersetzung, also wie schaffe ich es ein gemeinsames Verständnis zwischen technischer Lösung und dem Business Prozess herzustellen 3.) Methodik, welche Methoden eignen sich, um die ersten beiden Punkte zu unterstützen Wenn ich diese drei Fähigkeiten immer wieder im Rahmen von Projekten einbringe, habe ich aufgrund des Output gute Argumente für mein Gehaltsgespräch.

If one needs higher pay at work,you must be able to convince your employer without arguement by being able to meet up with daily challenges at work, improvement on educational qualification and cordial relationship with co-workers and employer

Development alone is not sufficient; it's crucial to demonstrate how the software can enhance the company's productivity. To achieve this, it's important to highlight the creation of valuable components—such as reusable code and accumulated experience—that can be leveraged in future projects. When a company begins using well-crafted software, it quickly recognizes its quality, value, and the improvements it brings. High-quality code benefits everyone involved, offering long-term rewards for both developers and customers.

Skill development is far more than just improving your “personal” skill set. It is about knowing where to find the resources you need, both within the company, and externally. No one has all the skills needed, so you need to ensure you are effective at managing resources. Applying the right resources at the right time is the key.

Connecting your technical skills to business outcomes is critical for evaluating the value of your work and also showcasing your worth or the rest of the organization. Sometimes, it’s practically difficult to connect the dots between technical effort and business outcome at the individual level. However, if a conscious effort is made, the empirical and anecdotal evidences will surface for building a strong business focused story. Such exercise will help someone change their paradigm of thinking from “how well I am working” to “how is my effort bearing tangible business results”. Such conscious effort drives personal growth and improves contribution to the organization. One simple way to achieve it is by asking questions.

The easiest way to demonstrate you are worth more money is to document your impact to your organization's bottom line. ie: "I streamlined x process that saved the company x dollars a year", "I led a project that created a new capability that lead to x dollars of revenue in its first quarter in market." It may feel uncomfortable to toot your own horn, if so, getting quotes from others about your impact is another way to document your case. Save e-mails from colleagues and customers with such documentation to use during performance reviews. Don't be afraid to ask others to send such documentation to your management on your behalf.

Don’t make negotiations emotional - they need to be rational and logical. Being independent reports and salary benchmarks. Talk about your own performance. Etc. NEVER talk about your feelings.

Many companies continue to rely on outdated procedures in both administration and workshop settings. It’s essential to create a concise document that first eliminates these inefficient practices, as unnecessary overhead can be counterproductive. The next step is to establish new, next-generation procedures that incorporate the latest technologies to maximize automation and productivity. By streamlining operations and adopting modern tools, companies can significantly improve their efficiency and competitiveness.

Know what your "north star metric" is and map your work to how it impacts that simple metric. Ideally you have this defined for you at a company level, but at least make sure you are aiming at the L1 metric that your direct department is responsible for moving. If you don't already know this, it's a great talk to have with your direct manager or a skip-level to a more senior level (which will get you that direction AND increase the visibility that you're thinking strategically). Hint: Most companies' "north star metric" is ultimately increasing revenue, but there are many ways that different departments can do that, from customer acquisition to internal efficiency improvement.

Software development in a business is straightforward: while the quality of the code is important, what matters most are the measurable improvements the software delivers. The true value of software is determined by how significantly it enhances productivity and boosts a company's potential earnings. These metrics provide a clear and undeniable indication of the software's impact, making its benefits evident to everyone.

This is absolutely critical, you must not talk to the business in IT speak. You must understand the business well enough to engage with business leaders in discussions about the business. Then you will be able to make your case in the language of the business. This will help you avoid proposing solutions that are too expensive, incomplete, have insufficient ROI, will take too long, or which flatly will not work. Show them you understand the business and are interested in the business as a whole.

Be sure not to limit yourself to IT conferences. Attend conferences which offer a wider scope. Seek out senior corporate leaders. Well before I was a CxO I often had discussions with CEOs.

Actualizarse en TI e IA, no solo es tomar cursos y escuchar platicas, sino usar esta información en tu entorno laboral o en tareas cotidianas que te hagan encontrar áreas de oportunidad para generar experiencia que se pueda trasladar al rol que desempeñamos y transmitir confianza porque ya tenemos la trayectoria y la practica, no solo el conocimiento.