Who Is In The IT Driver Seat?

Who Is In The IT Driver Seat?
Published Jul 10, 2020

By: Nick Maslanka

Symptom: Organizations struggle to make informed decisions when evaluating and adopting new technology solutions.

Here are a few direct quotes from leaders:

“Leadership doesn’t know how to adopt technology to improve the business.”

“People are set in their ways, it’s difficult to get buy-in on any changes.”

“Our CRM system is old & archaic but we don’t know what else to do.”

“Our ERP wasn’t fully configured when it was implemented; the initial scope didn’t include the customizations we needed and now we’re paying the price.”

Treating Symptom: One of two possible scenarios generally occur:

  1. Outdated & unsupportable solutions remain in place and become increasingly expensive to maintain. Employees create their own workarounds to avoid these legacy systems entirely and only use them when absolutely necessary. IT ceases to be an innovator and becomes purely a cost center.
  2. New technologies are deployed in rapid succession and layered upon each other to solve newly-identified gaps. Employee adoption of these technologies slows to a glacial pace and productivity drops due to change fatigue and inefficiency.

Root Cause: You lack a formalized process for technology governance to ensure decisions will achieve the desired results.

Solution: Adopt a shared leadership model with Technology. Empanel a Technology Committee that is accountable for the adoption of your Technology Alignment Plan.

Here is how:

  1. Select one designee from each department to participate in a monthly Technology Committee meeting. The ideal designee is collaborative, respected within their team, open to change, and self-motivated.
  2. Empanel the committee and develop a structured framework for executing IT projects. This framework should include an outline of current state, articulated goals & desired outcomes, milestones, and estimated involvement from internal and external stakeholders (The IDS structure from EOS/Traction is fantastic for this).
  3. Review the Technology Alignment Plan with the committee and provide clear direction as to their priorities and timelines.
  4. Empower the committee to drive Technology-related projects & initiatives forward

The leadership team is accountable to deliver strategic objectives to the Technology Committee through the Technology Alignment Plan. The Technology Committee is accountable for executing the stated objectives through the evaluation, selection, and adoption of technology solutions.

If you still feel overwhelmed, or want to maximize the impact based on years of experience and a refined technology steering process we can help.

You may also like

May 21, 2020

Chicago IT Support and Outsourcing Selection Guide

Your business has decided it's time to change your Information IT support / Information Technology d...

Sep 09, 2019

Why XL.net Exists

Dear Small businesses and staff, I have struggled since early 2009, before founding XL.net, to ar...

Jul 29, 2020

Sales and Marketing Monthly Issues Meeting

XL.net exists because we believe small businesses and staff can realize their goals and that they ca...

Jul 23, 2020

Should I purchase phone services from my IT firm?

Whether your current phone solution is too old, you are in need of advanced features and functionali...

Jun 30, 2020

Client Success: Gastroenterology Membership Association Finds Strategic IT Balance by Eliminating Bloat and Reallocating Spend

Introduction Shari is the chief financial officer and head of IT at a membership association for ph...