Name: Md.Fokrul Islam

Title: Head of IT & MIS (ERP)

Oranisation: HATIM Group

As a strategic IT leader with a proven track record, Engr. Md. Fokrul Islam, PMP® has distinguished himself as a dynamic force in the technology landscape. With 15 years of strategic leadership, he brings a unique blend of strategic vision and hands-on expertise and has consistently steered organizations toward digital excellence and operational efficiency.

Throughout his career, Engr. Md. Fokrul Islam, PMP® has been a catalyst for transformative change, guiding organizations to harness the power of technology to meet business objectives. Their strategic approach involves anticipating industry trends, implementing cutting-edge solutions, and ensuring that IT initiatives align seamlessly with overarching goals.

Adept at fostering collaboration and cultivating high-performance teams, Engr. Md. Fokrul Islam, PMP® creates environments where innovation thrives. Their leadership style emphasizes the importance of adaptability, continuous learning, and a forward-thinking mindset.

Known for large ERP implementation, Engr. Md. Fokrul Islam, PMP® continues to shape the future of IT, propelling organizations toward sustained success in an ever-evolving digital landscape. As a strategic IT leader, they are dedicated to driving positive change, optimizing operations, and positioning organizations for long-term growth.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Fokrul's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

The most challenging aspect has been navigating the rapidly evolving technology landscape while ensuring that our IT strategies align seamlessly with the overall business objectives. Striking a balance between innovation and maintaining the stability of existing systems is an ongoing challenge.

2. How did you become a leader? Can you please briefly tell the story?

I rose through the ranks by constantly showcasing my in-depth knowledge of current technological developments, my strategic vision for IT, and my potent ability to match technological projects with corporate objectives. My rise to the position of IT leadership was facilitated by proactive problem-solving, effective project delivery, and an emphasis on encouraging cross-departmental collaboration. In addition, I believe that in order to become an IT leader or achieve corporate goals, an IT leader must connect, communicate, and persuade non-IT workers to understand their requirements, interests, and concerns by listening, acknowledging, and providing clarity. I am able to accomplish corporate goals in a highly effective manner, It helped in my development as an IT leader.

3. How do you structure your work days from waking up to going to sleep?

I normally start my days with prayer, reading the Qur'an, reviewing the KPIs, and keeping up with the latest developments in the IT world. A significant amount of time is spent on strategic planning, meeting with key stakeholders, and addressing pressing problems. I schedule time for focused work, and I wrap off the day with prayer, spending time with my family, a thorough review of my accomplishments, and planning for the next day.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

A recent leadership lesson was the importance of fostering a culture of continuous learning within the IT team. Encouraging a mindset of curiosity and providing opportunities for skill development enhances both individual and team performance. To increase my capacity through the network, I have founded an IT Leadership Community (ITLC) for our country's IT leaders. ITLC is a community of similar-minded IT professionals based in Bangladesh who are committed to helping other IT professionals and themselves continue to develop as leaders. The IT LEADERSHIP COMMUNITY is formed of Senior IT leaders who hold positions such as CIO, CTO, Head of IT, Manager of IT, Project Manager of IT/Software/ERP, etc. And that's a big learning point for me.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

"The Phoenix Project" by Gene Kim, Kevin Behr, and George Spafford had a profound impact. It provided valuable insights into managing IT operations efficiently. The book's focus on the principles of DevOps influenced my approach to enhancing collaboration between development and operations teams, ultimately improving our organization's agility.

6. If you could only give one piece of advice to a young leader, what would you say to them?

Embrace change and be adaptable. In the dynamic field of technology, the ability to pivot quickly and learn continuously is paramount. Embrace challenges as opportunities for growth and stay committed to refining your skills.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

One memorable experience was leading the IT team through a major system upgrade through ERP implementation. Despite initial resistance to change, the team's dedication, coupled with effective communication and support, resulted in a successful implementation. It underscored the importance of clear communication and team cohesion during critical projects.