Against a background of cuts resulting from the recession, and amid a surge of comment from recruitment, training and outsourcing specialists ­ perhaps sensing a slight relaxation in budget reins ­ it makes sense to take a cool, hard look at what an IT career might look like for those drawn to the profession today, and identify the skills and experience likely to mark out the IT leaders of tomorrow.

First, a few home truths. Today, very few individuals take an IT course in higher or further education, enter a UK-based IT department, and make steady progress through a logical career ladder of increasingly senior IT management roles without any career deviation, learning or supplementary training, to a secure, long-term position as an IT leader.

There is still room for those whose brilliance in technological development allows them to focus on their core ability, and who find respect in their specialist roles. But for the majority, much as the role of IT in business is enabling, supporting or leading business change, IT as a career is one of change; not for the faint-hearted or unadventurous.

Reaching the upper echelons of IT is about being an explorer in business, committing to a transcontinental journey not fully mapped, and with a wide choice of routes. Increasingly, the challenge for aspiring IT leaders will be to make the right choices at the right time, with nothing set in stone, but always second-guessing the business climate.

The practitioner analysis that Computing’s Tomorrow’s IT Leaders campaign has presented to date makes it clear that the variety of job titles held by contributors ­ a broad range which our membership can confirm, with roles such as IT and change director, business process improvement director and chief information officer, and even technical evangelist ­ reflect different organisations’ diverse approaches to IT leadership. It also reiterates the need for a multi-stringed “skills bow” of qualities in business, technology and communication. Even today, those three words are infrequently used together in positive comment, which is an illustration of how exceptional the individual who becomes a true IT leader must be.

However you analyse these observations, it is clear that being a respected technologist, or an exceptional communicator or possessing acute commercial acumen will not be sufficient on its own to occupy future leadership roles. A substantial chunk of all three is required. Add to that an insight into the potential business contribution of IT that comes from staying abreast of what is being done in companies around you; taking on board peer experiences; comparing and contrasting your own experience; and building on what has gone before.

To continue learning after further education takes motivation and commitment, time and money. The case for professional certification is getting stronger, and it is essential to maintain at least a good understanding of the capabilities, requirements and constraints presented by new technologies and service offerings; to lead collective thinking and make sound choices. Essential professional experience will bridge not only poacher-turned-gamekeeper perspectives, but potentially a spread of business functions and even industries, engendering cross-pollination of ideas and initiatives.

With no single place to start, and no clear finishing line, it is hard to judge whether those who begin in business and move into IT will make better leaders than those who begin in IT and move into businesses. Perhaps lines will be crossed and crossed again during the course of a successful career.

In the face of the challenging statistics offered by Computing in the introduction to this campaign, asking for learning, experience and inherent ability in multiple professional areas might sound somewhat trite ­ easy to talk about, very difficult to achieve, and hardly motivational. But only a few become leaders, and most appreciate they could be in for a tough ride. All experience is worthwhile. No learning is wasted. The future is always another opportunity. Accept and enjoy a somewhat random journey for what it is and where it takes you. But should it be like this?

Ollie Ross is head of research at blue-chip user group The Corporate IT Forum