How do you communicate IT strategy trade-offs and dependencies while managing expectations?

1 Use a framework

A framework is a tool that helps you structure and present your IT strategy in a clear and consistent way. It can help you define the scope, objectives, principles, and priorities of your IT strategy, as well as the key trade-offs and dependencies among them. For example, you can use a balanced scorecard, a SWOT analysis, or a value chain analysis to illustrate how your IT strategy supports the business strategy. A framework can also help you communicate the progress and performance of your IT strategy using metrics and indicators.

2 Explain the trade-offs

Trade-offs are the choices you make when you allocate resources, time, and effort to different IT initiatives. They reflect the opportunity costs and trade-offs of pursuing one option over another. For example, you may have to trade off speed for quality, or innovation for stability, or standardization for customization. You need to explain the trade-offs you make and why they are necessary and beneficial for the overall IT strategy. You also need to highlight the alternatives and scenarios you considered and rejected, and the assumptions and criteria you used to make your decisions.

3 Identify the dependencies

Dependencies are the relationships and interdependencies between your IT initiatives and other factors, such as business processes, organizational structures, external partners, and regulatory requirements. They affect the feasibility, viability, and desirability of your IT initiatives. For example, you may depend on a vendor to deliver a critical component, or on a business unit to adopt a new system, or on a regulator to approve a new standard. You need to identify the dependencies you have and how they impact your IT strategy. You also need to manage the dependencies by establishing clear roles, responsibilities, and expectations, and by monitoring and mitigating the risks and issues that may arise.

4 Manage expectations

Expectations are the beliefs and assumptions that your stakeholders have about your IT strategy and its outcomes. They influence the satisfaction and support that your stakeholders give to your IT strategy. For example, your stakeholders may expect your IT strategy to deliver certain benefits, meet certain deadlines, or comply with certain standards. You need to manage expectations by setting realistic and achievable goals, by communicating frequently and transparently, and by soliciting and addressing feedback and concerns. You also need to align expectations with the business strategy and the organizational culture, and to demonstrate the value and impact of your IT strategy.

5 Adapt to changes

Changes are the inevitable and unpredictable events that affect your IT strategy and its execution. They can be internal or external, planned or unplanned, positive or negative. For example, you may face changes in customer needs, market conditions, technology trends, or competitor actions. You need to adapt to changes by being flexible and agile, by reviewing and revising your IT strategy as needed, and by communicating the changes and their implications to your stakeholders. You also need to anticipate and prepare for changes by conducting environmental scans, scenario planning, and risk analysis.

6 Tell a story

A story is a narrative that connects your IT strategy to your stakeholders' interests, emotions, and values. It can help you engage and persuade your stakeholders, as well as inspire and motivate them. For example, you can tell a story that shows how your IT strategy solves a problem, creates an opportunity, or makes a difference for your stakeholders. A story can also help you convey the trade-offs, dependencies, and changes that your IT strategy involves, by showing the challenges, choices, and consequences that you face. To tell a good story, you need to use simple and compelling language, use examples and anecdotes, and use visuals and metaphors.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?