Keeping Conversations with Divisional Heads Focused on Strategy, Not Tactics
by Peter High, published on CIO.com
12-16-2014
CIOs that meet with divisional heads on a regular basis have a better chance of shaping demand and ensuring that IT is a strategic enabler and source of innovation.
But the problem is that IT leaders too often waste these opportunities, asking narrow questions about the specific technology needs of divisional leaders when they should be helping set technology strategy for the company. This narrow approach puts the burden of IT expertise on leaders who are not the company’s experts on technology. A sales executive may have a profound appreciation of technology, but conversations of this sort quickly become one about tactics rather than strategy. A classic example from sales would be “we need iPads.” That may be, but to what end? What is the business need that will be addressed through greater dissemination of iPads? If the company has a hardware contract with a supplier that makes a competing tablet, why wouldn’t that company’s tablet work just as well? Jumping straight into specific solutions limits the conversation, and may mean the company will make a rash decision that IT will have to deal with for many years, as the supporter and maintainer of the technology chosen.
To prevent this from happening CIO should encourage conversations centered on business needs. Although this may mean that items arise that have nothing to do with technology, these conversations that provide both a “forest and trees” perspective of plans are invaluable for IT. From these conversations, IT should have some of the earliest indication of where there are common needs and opportunities across the organization that can be pursued with greater collaboration, leading to single investments in technology as opposed to a series of one-off solutions.
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