IT can be a core enabler of the business. However, as someone who has deployed systems on a global scale, I can list many examples of large companies not considering process or business factors before making a significant investment in technology. This is a common trap. Likewise, I can think of examples where the business is not involved in the decision to acquire a technology, but rather forced to accept it in user testing. These types of events hold a company back, make it less efficient, and prevent the organization from achieving its true potential.
There are six core principles that should be followed by an organization (from Barry’s guidelines):
- A technology strategy must also address behavior changes that will be required.
- Don’t apply automation to bad processes.
- Make sure the new technology solves a real problem.
- Technology should allow users to gain greater control over the process rather than become robots.
- Choose the lowest technology that will do the job rather than the latest and greatest.
- Technology should increase flexibility, customer service, and performance.
Out of these principles, I often see 1, 2, and 5 being the most often violated in large and medium scale IT initiatives. Organizations must become better at incorporating the six principles above in their technology strategy, to be more aligned with the business and to achieve bottom line improvements. Below are some of my tips and techniques to successfully integrate business and IT.
Transparency: It is crucial that the business has insight into IT decisions. The right hand should know what the left hand is doing. Also, the business needs to be involved BEFORE a software/system is purchased or a project commences, to ensure acceptance.
Process: Be sure to map the current process and meet extensively with the business to get an understanding of issues with the current process. Do a root cause analysis. Address these issues BEFORE implementing a system, unless the root cause for business issues is system performance, up-time, etc. Fully develop the new process with the business input and get their buy in from day 1.
Internal Customer Focus: IT is a support function and should operate as such. I have seen many companies where the business was displeased with IT support. Ensure that your support process are designed with the internal customer in mind and utilize customer service surveys as part of your measurements, to keep operating at a high level or to identify areas for improvement. Ensure all of your customer facing processes have a closed feedback loop.
Integration: Ensure that system redundancy is reduced or eliminated all together. Redundancy will cost additional operating expenses and this can be considered the low hanging fruit. Simplify and de-mystify the network and system topology.
Staffing: While you will need developers, DBAs, etc, you also need to have people on your staff and in your ranks of management who can speak “both languages”. Make a concerted effort to hire these types of people and involve trusted business colleagues in the interview process. It is an asset to have an IT savvy professional who can speak to the business in their language, but then also go back to the developer with tech speak.
Stay tuned for volume 2, where I will explain my theory and model for what an effective IT/business model can look like.
