How do you communicate and implement your IT strategy maturity roadmap?

This entire question is a waste of time, in my opinion. It is pure consultant-speak. Think in terms of 80% solutions, not "maturity". Who asked for the maturity & why? Usually these efforts are in response to visible failures & the people chosen to work on it are often the folks lacking power or resources to make real change. Lose the focus on perfect, or mature. Use phrases like "Effective For This Journey" "Good Enough For Now" & build a systemic improvement process and direct it to underpin the execution of strategy...mature isn't aways agile, up to date or even relevant. In the enterprise we have to resist calcification, else we spend too many resources fixing fragile things that nobody will touch...during the next "Transformation"

I am going to agree with Kevin Behr on this one. I've seen companies achieve top-level maturity scores from frameworks (ex. CMMI), all while hemorrhaging money, losing business, and driving morale to the floor. Your IT strategy is based on achieving results and goals - business goals. Find solutions that achieve results, and think in terms of getting better at producing those results with a process of continual improvement. Your roadmap to get there will not be a straight path - the landscape changes. So what gets 'scored' today likely will not be what is important tomorrow.

I believe, every business must try to be the best in their domain & target customer segment. It's beneficial to be aware of the standards, but more important to adapt fast, stay lean and in shape, otherwise you'll be burdened with obese technical debt and miss out on opportunities. Ultimately, end up as a funny episode of the (80)'s has-beens - while the competition re-invents themselves.

From my extensive experience in IT governance, simply adopting a standardized framework isn't sufficient. Tailoring these frameworks to align with an organization's unique DNA is crucial. While COBIT or ITIL provides a broad structure, the granularity emerges when these are juxtaposed with company-specific nuances. Additionally, setting benchmarks based on aspirational peers in the industry can provide a directional compass. This not only creates a clear roadmap but also a motivational impetus, pushing teams to achieve globally recognized standards.

Definir niveles de madurez en la estrategia de TI es esencial para el éxito empresarial. Técnicamente, implica establecer benchmarks y adoptar marcos como COBIT e ITIL para medir eficiencia operativa. Desde una perspectiva de negocio, alinea la estrategia de TI con objetivos corporativos, optimizando procesos y evaluando innovación, eficacia y resiliencia. Este enfoque sistemático asegura que la tecnología respalde la visión empresarial, evolucionando hacia la excelencia tecnológica y garantizando alineación y cumplimiento. La elección entre COBIT y ITIL depende de objetivos específicos, siendo COBIT para gobierno y riesgo, e ITIL para entrega de servicios y mejora continua.

Unfortunately communication is one of the must commonly forgotten step in IT strategy roadmap, why it’s important? Effective communication is a critical component of IT strategy, here some examples: - Alignment and Clarity: Communication ensures that everyone is on the same page, working towards shared objectives, and minimizing confusion or misinterpretation. -Engagement and Motivation: Communication is a powerful tool for engaging and motivating employees throughout the strategy execution process. - Effective Decision Making: Communication strategies ensure that important information is relayed to the decision makers in a timely manner to support strategy execution.

No matter how many all-stars you have, it takes a team to win. Communication is the key, but it needs to be a constant effort from all sides to be on the same wavelength. Also, it can't be case-to-case sporadic events spread out over extended periods of time. IT must advise the business, but it's ultimately business's responsibility to demand more and more from their IT.

Over the decades, I've found that effective communication transcends the mere conveyance of information. It's about crafting a compelling narrative that resonates emotionally. When discussing IT strategy maturity, it’s paramount to articulate its potential in transforming both the macro (business objectives) and micro (daily workflows) facets of operations. Regularly highlighting tangible benefits realized, through case studies or success stories, can greatly bolster stakeholder buy-in.

A strategy is only as good as the execution. Communicating, monitoring, governing, and supporting the helpful initiatives is key. Sometimes that means change in the Org Structure, many insecurities, but should never drop to the level of uncertainty which will lead to corporate politics, demi-gods, and negativity. Tough decisions can be both explained and executed, while still having the diplomatic tact of keeping the human-first approach.

Strategy is the response to a problem. If you don’t have problems, then you don’t need strategy. Strategy is doing, it is not a wish list or plan or goal or mission, they are only parts or threads of strategy. Happy to share more if contacted.

Strategizing is just one side of the coin; the other is seamless execution. It's akin to aligning multiple gears in a complex machine. Consider IT capabilities as a series of interconnected gears; a misalignment in one can derail the entire mechanism. Prioritizing initiatives becomes pivotal, and this is where Pareto’s principle often holds true - 20% of actions often lead to 80% of desired outcomes. Periodic performance evaluations and agile reallocations can help maintain this alignment.

In my tenure, one truth has remained consistent: A strategy is only as good as its implementers. Cultivating a sense of shared purpose, where every team member becomes a stakeholder, magnifies the success rate. Continuous upskilling, transparent feedback loops, and recognizing both effort and success are paramount. Encourage 'intrapreneurship'; let teams own their projects and innovations, driving both personal and organizational growth.

It's important to understand and support the genius for common good without indulging in race, ethnicity or gender biases. It may start as guilt, become compassion, may need some policing for conformance, evolve into a culture, but will ultimately become a way of life - as exemplified by the modern day Europe when compared with it's brutal colonial past.

To guarantee IT strategy success, empower teams through collaboration, learning, and accountability. Offer training, feedback, and foster idea sharing for innovation.

IT Maturity without context is like Elder-hood without a community. It is like a perfect pitching arm with no aim. Organizational maturity and wisdom must come first. The "Why" of the whole thing must be considered. In so many organizations, IT (as a department or function) drives its own bus. This is not the fault of the leaders of that IT organization, but rather the lack of business maturity from the C-suite. If the executives are not asking the "right" questions, IT lacks the guidance to serve appropriately. Simply, IT maturity is only possible with a mature, discerning and wise C-suite, and thus, a functional organization.

An IT strategy maturity roadmap isn't set in stone. Think of it as charting a course through constantly changing waters. External disruptions, technological advancements, and internal evolutions will necessitate course corrections. Quarterly or bi-annual reviews, coupled with a strong feedback mechanism, ensure that the roadmap remains both relevant and pioneering.

Amidst all strategic endeavors, it's easy to lose sight of the human element. Integrate 'Human-Centered Design' principles into your IT strategy maturity roadmap. Understanding and prioritizing end-user experiences, be it employees, partners, or customers, can catalyze both adoption and results. Additionally, always be vigilant and adaptable to emerging technologies. Today’s innovative solutions can swiftly become tomorrow’s legacy systems, so foster a culture of perpetual learning and evolution.

Implementar una hoja de ruta de madurez en la estrategia de TI es crucial para el éxito empresarial. Definir niveles, comunicar la visión, alinear acciones, capacitar equipos y revisar constantemente son pasos clave. Técnicamente, garantiza una evolución escalonada y sostenible. Desde el punto de vista del negocio, optimiza la eficiencia y la competitividad. La claridad en la comunicación y la involucración del equipo son esenciales. En resumen, la madurez en la estrategia de TI es un viaje continuo que requiere atención a cada detalle para lograr una transformación significativa y duradera. #EstrategiaTI