How can you use resilience to navigate IT strategy changes?

Resilience comes from the strength of acceptance of the situation. So acceptance of IT strategy changes is very important to manage it well. At the same time, I think organization have to be very careful with adapting changes just for the hype of anything going around, case in point Generative AI. If you get too excited that Gen AI is solution to all your problem statements and start formulating IT strategy with Gen AI as focal point, you could be making a big mistake. You need to first carefully assess the benefits, limitations, disadvantages and applications of every change to your current strategy. Disrupting yourselves could not always be beneficial for many reasons and being not prepared for it could very well be one of them.

Remain open to change and adaptable to new strategies, technologies, and methodologies. Anticipate potential changes and challenges, allowing you to proactively prepare and respond effectively.Stay updated with industry trends, best practices, and emerging technologies to enhance your skills and knowledge base.Identify potential risks associated with strategy changes and develop mitigation plans to minimize their impact. Foster open communication channels within your team and stakeholders to ensure everyone is informed and aligned during strategy transitions. Develop problem-solving skills to address obstacles and find innovative solutions to complex IT challenges.

Basierend auf eine bestehende IT-Strategie, sollte schon, bei der erstmaligen Entwicklung der Strategie, Mechanismen definiert werden, um mit potenziellen ?nderungen umzugehen. Die Gründe hierfür k?nnten vielseitig sein: - ?nderungen der Rahmenbedingungen des Gesch?ftsumfelds - Ver?nderte Anforderungen aus dem Business an die IT - Technologische Anpassungen und Entscheidungen - Ver?nderte Risikolandkarte - Angepasster und überarbeiteter Schutzbedarf. Hierzu ist es notwendig, zwei unterschiedliche Sichtweisen einzunehmen. Einmal, eine externe Sichtweise, wie die IT das Business unterstützt und zum anderen die IT-interne Sichtweise, die unter anderem auch hervorragend über ein Reifegradmodell abgedeckt werden kann.

Human beings are reluctant to changes best approach is communication; main point is be clear concise and transparent. Then make investment to learn and get knowledge about the changes. In my experience is the best way to manage any change

Make sure that IT team are always updated with the new technologies to be well-prepared for any strategy changes or any circumstances appears.

En général le changement de la stratégie informatique n'est pas le fruit d'une initiative isolée mais pour répondre à des problématiques d'entreprise. Il a été accentué par différentes mutations : légale, digitalisation, mobilité, l'efficience et l'efficacité de l'organisation, mesurabilité des ROI, .... Partant de ce constat, la communication et la collaboration entre l'IT en tant que business partner et le microcosme de l'organisation est primordiale

Frequently discuss pending IT changes, reasons behind them and expected outcomes with stakeholders using two-way dialogue. Address concerns transparently. Collaboration and feedback smooth transitions and keep teams aligned.

IT systems, services and management are often invisible as organisations expect standard IT functions such as cloud based access, desktop apps and enhanced communications. Often its only when these don't work or blip-out that IT is discussed. We don't think about street lighting, refuse collection and pot holes until they appear to be failing. IT can therefore go unnoticed at times. IT strategy has to be ahead of the pace set by the business at some level. IT strategy should have an investment function from the business that for example allows R&D into how AI may help the business and present that to the business. The C suite and throughout. Delivering workshops & seminars on how new technology could change & develop the business.

IT strategy changes do not happen in a vacuum. Typically entire leadership is aware of the proposed changes, but what they usually lack is the consensus in overlapping areas. Therefore, to succeed it is a must to understand the conflicts and have a mitigation plan in place to address these challenges throughout the life of the change.

Meiner Erfahrung nach ist es zwingend notwendig, einen regelm??igen Austausch mit den relevanten Stakeholdern des Business initiieren und pflegen. Dies kann bspw. über ein IT-Steering passieren, welches sich in regelm??igen Abst?nden, mit einer definierten Traktanden trifft. Dies bietet beidseitig die Chance, ver?nderte Anforderungen abzustimmen und Richtungsentscheide zu treffen. Dasselbe sollte auch innerhalb der IT passieren. Ziel ist es, mindestens quartalsweise abgestimmte Themen mit den Führungskr?ften aufzubereiten, zu diskutieren und entscheiden. Beide Ma?nahmen haben den Charme, dass strategische Themen unterj?hrige abgestimmt und Ver?nderungen zeitnah in die Organisation kommuniziert werden k?nnen.

Parallel zu den altbekannten Ma?nahmen sollte neu ein Prozess und optimalerweise eine Organisation definiert werden, die sich bewusst mit neuen Technologien und Denkans?tze besch?ftigt. Diese muss aber über einen Innovationsfunnel mit klar definierten Gates gesteuert werden. Dies bietet die Chance, schnell neue Wege und Technologien zu identifizieren, die einen Einfluss auf die Organisation und die Prozesse haben kann. Wichtig hierbei, dass man es zul?sst, dass solche Initiativen auch scheitern k?nnen. Die Absicherung erfolgt hierbei über den Funnel und die formalisierte Freigabe der Gates. Sollte eine Initiative nicht zum gewünschten Erfolg führen, gilt, die Gründe darauf zu analysieren und zu verstehen.

Eine erneuerte IT-Strategie folgt immer der Business Strategie, sowie den gesetzlichen und kulturellen Rahmen. Daher muss insbesondere eine Fehlerkultur oder auch die Offenheit der regelm??ige Nachsch?rfung zuvor etabliert und die Mitarbeiter geschult werden. Dann bringen auch neue Ans?tze, Cloud Computing, Einsatz von KI (von Sicherheitstests bis Automatisierung von Vorg?ngen) erst aus meiner Erfahrung heraus die erwarteten Vorteile.

Adjust legacy practices and test new approaches iteratively using piloting mechanisms. Don't expect perfection immediately. Resilience emerges from a growth mindset open to lessons from trial and error.

Es fundamental que las organizaciones abracen la flexibilidad y agilidad en su estrategia de TI para adaptarse a cambios, necesidades del cliente y tendencias del mercado. La disposición a probar nuevas ideas y aprender de experiencias, ya sean éxitos o fracasos, impulsa la innovación y optimiza los resultados. #Tecnología #Innovación #EstrategiaTI

Il convient d'admettre que le processus de changement de stratégie informatique comporte énormément d'incertitudes compte au résultats attendus par un tel ou autre choix. Dans un monde qui pr?ne de plus en plus d'agilité, il est clair que la vision devra suivre en cultivant une approche basée sur des POCs qui permettra d'atténuer les impacts business et valider l'intégration dans l'architecture globale. cette approche permet aussi de scruter les opportunités technologique mais aussi d'optimiser les résultats

über die bereits oben beschriebenen Ma?nahmen stellen sicher, regelm??ig, haupts?chlich unterj?hrig, die agile Entwicklung der IT-Strategie sicherstellen kann. ?nderungswünsche, seien sie extern oder intern, sind zu analysieren und zu bewerten. So wird sichergestellt, dass Ver?nderungen bewusst durchgeführt werden. Dabei sollten auch die notwendigen Begleitmechanismen wie der entsprechenden Kommunikation nicht au?er Acht gelassen werden.

Le changement devra s'inscrire dans un process d'amélioration continue basée sur des KPI mesurables. Il faut avoir le courage de fêter les progrès et de se remettre en question pour corriger les erreurs, c'est la seule manière de faire adopter un changement de Stratégie.

Given the frequent and disruptive pace of technological advancements, it has become increasingly essential to continuously monitor ongoing developments. Adopting a resilient mindset empowers leaders to adapt their strategies in response to deviations from the original plan, aligning their actions with intended goals. Despite meticulous strategy development, the volatility of market conditions, evolving customer demands, regulatory changes, and the inherent dynamism in IT environments necessitate constant monitoring. This ongoing assessment allows for timely course corrections and ensures alignment with changing landscapes. Failure to address strategy drift over time can incur significant costs and substantial challenges

Don't just implement an IT strategy change and walk away. Instead, stand up and OWN it. Track your progress zealously, scrutinize your performance rigorously, all against the backdrop of your predefined goals. Make no concession for lackluster results. Constantly review and recalibrate your plans, your strategies, your entire game if needed. Be relentless in your pursuit of value delivery, exceeding expectations, and achieving powerful results. Remember, the masterstroke lies not in the change itself, but in the audacious, ceaseless monitoring and evaluation post-change. Embrace this as a mantra, and success will be yours!

Keep close tabs on leading indicators during transformation like sentiment, service levels, progress metrics etc. Rapidly identify what refinement may be necessary to support positive momentum.

Wer Gutes tut, sollte dies auch entsprechend kommunizieren. Wie wir beispielsweise aus der ISO-Zertifizierung kennen, bietet sich auch hier an, ein Managementreview zu definieren und j?hrlich zu erstellen. Hierbei sind klare Ziele und Kennzahlen zu definieren und j?hrlich an das oberste Management zu kommunizieren. Dasselbe ist natürlich auch innerhalb der IT-Organisation zu tun. Einen Rückblick auf die geleistete Arbeit zu bekommen, ist zum einen sehr wertsch?tzend. Zum anderen führt es der Organisation vor Augen, was die Mitarbeitenden tats?chlich erreicht haben und dass es kein Hamsterrad ist, worin sie sich bewegen.

Recognize effort and small wins while traversing steep IT strategy learning curves. Acknowledge the discomfort change evokes. Gratitude and encouragement reinforce tenacity to persist through uncertainty.

Celebration and appreciation are some of the best ways to boost motivation, engagement, confidence, and morale of the team. All these key components of emotional intelligence create a positive and resilient mindset and encourage individuals to adopt and appreciate the change. To do so, celebrating small wins and appreciating small efforts works well. IT strategy changes require recognition and acknowledgment of achievements, improvements, and goal attainment. Appreciating the team and individuals for their contribution, feedback, and efforts enhances team motivation and confidence. Celebrating small successes and milestones, and offering incentives and rewards helps in accepting the change.

I like to see what success looks like. Tangible where possible but often difficult as achievements like ISO for example don't rock anyone's world except us in IT. Rewards are key. Your IT Strategy Resilience should be underpinned by every member of your IT team having objectives and goals linked to the IT Strategy in their professional development plans (PDPs). From this the celebration is linked both to individuals and the strategy. Then the reward and appreciation could come from agreeing to the training course for example you offered them in their one-to-ones with you. Or the additional resources they were promised.

Resilient organizations understand that their strength lies in their people. Investing in the well-being and development of employees ensures that they are better equipped to handle changes and challenges.

The key is to integrate resilience into the core of IT strategy. This means focusing on robust infrastructure and disaster recovery plans and fostering a culture of continuous learning and agile methodology. It's essential to anticipate potential disruptions, from cyber threats to market shifts, and plan accordingly. Encourage cross-functional collaboration to identify vulnerabilities and innovate solutions. Regularly updating and testing your strategy ensures your organisation remains agile and can pivot effectively in the face of change, turning potential setbacks into opportunities for growth and innovation. This approach safeguards your operations and positions you as a forward-thinking leader in a rapidly evolving digital landscape.

Resilience is not just about surviving change but thriving in the midst of it. You need to reflect on past experiences, both successes, and setbacks. Extract lessons from each situation to inform an approach to future changes. You also need to stay curious, be open to acquiring new skills, and view every experience, whether positive or challenging, as an opportunity to learn and grow. Lastly, I would say be open to adjusting your plans and strategies when faced with unexpected changes.

Resilience requires a high level of emotional intelligence because your ability to recognise, understand & manage your own emotions and be able to influence others gives you the resilience to not only deal with strategy changes but to bounce back quickly from them. So things like self awareness, social awareness, relationship management and self regulation will help any IT leader to develop the capacity to use resilience effectively in handling strategy changes.

To navigate IT strategy changes resiliently, it's essential to view change as an opportunity for innovation, develop a flexible IT infrastructure, and foster a culture of continuous learning. Implementing agile methodologies, strengthening communication, encouraging innovation, and investing in risk management are key.