What do you do if your IT Strategy performance evaluations aren't showcasing your value to the organization?

Por muitos anos, ouvi dizer que devemos ter foco no cliente, e sempre acreditei nisso. No entanto, nos últimos anos, comecei a compreender melhor o conceito de experiência do cliente e a jornada do cliente. Uma frase transformou minha perspectiva sobre isso: "O foco é do cliente, n?o no cliente!" Isso significa que devemos olhar para onde o cliente está olhando, e n?o diretamente para o cliente. N?o tenho dúvidas de que, dessa forma, a probabilidade de entregar valor aumenta significativamente.

Um processo que achei útil é a ado??o do conceito do Fit for Purpose pois, nem sempre, as metas e objetivos tra?ados carrega o propósito correta da sua existência. Garantir que qualquer coisa, desde produtos e servi?os até processos e pessoas, seja planejada e executada de forma a cumprir efetivamente seus propósitos e requisitos específicos facilita demais o atingimento de metas!

Start by reevaluating your IT strategy goals to ensure they align with the broader objectives of the organization. Misalignment can often lead to underappreciation of the IT department's contributions. Ensure that your goals are not only ambitious but also directly contribute to key business outcomes.

If your IT Strategy performance evaluations aren't effectively showcasing your value to the organization, consider these concise strategies: Revise Metrics: Ensure the metrics accurately reflect IT’s contributions and align with business goals. Improve Communication: Regularly communicate IT’s achievements and plans in relatable terms to non-IT stakeholders. Engage Stakeholders: Include business stakeholders in IT planning to align initiatives and clarify IT’s role. Benchmark: Compare your performance against industry standards to identify strengths and areas for improvement. Document Success: Keep records of IT successes and their impact on the organisation to clearly demonstrate value.

O feedback é uma das principais ferramentas que devem ser utilizadas pelos gestores, pois vai apresentar um mapa completo da situa??o de cada servi?o disponível. Porém, para outras ferramentas, se faz necessário entender a melhor abordagem, técnica e frequência que ser?o utilizadas, sen?o sua efetividade será baixa.

Looking from the other perspective as a company owner, why do you need to pay for these expensive IT services? What kind of business problem can be solved? How much money will the company grow? Then combine the practical cases from the on-ground operations. Within a 3-minute talk, if you can get your sales pitch approved by the top-rank stakeholder at the coffee station, success is just on the way.

It is important not just send survey, but also talk to the key stakeholders to understand their real pain points which is not always reflected in surveys.

IT Strategy needs to be simple and easy to understand. But the first casualty of this simplification is, more often than not, the connection of the employee's BAU to the Strategy. My experience is that this connection needs to be shown/refreshed at least once each 2 months (by his/her manager, or via team events). This will get your employees engaged, but it also has the side effect of connecting day to day delivered value (by the employees) to the strategy, and therefore demonstrating to senior stakeholders your strategy execution.

Evaluate the metrics you're using to measure IT performance. Are they the right ones to demonstrate the value IT brings to the organization? Consider adopting metrics that more clearly correlate IT achievements with business success, such as improved operational efficiency, cost savings, revenue growth, or customer satisfaction.

I suggest running a workshop in the following format: 1. Divide participants into small groups, mixing IT and non-IT staff. 2. Each group works on identifying gaps in current metrics and suggesting new metrics that better align with organizational goals. 3. Each group presents their findings and suggestions. 4. Using all the feedback and ideas, work as a large group to prioritize which new metrics should be adopted. 5. Discuss how to measure and implement these new metrics. 6. Outline a roadmap for implementing the new metrics, including responsibilities, timelines, and required resources. 7. Discuss how to communicate these changes across the organization. Summarize the workshop outcomes.

I suggest running A/B testing introducing new metrics not for the whole organization, but just on some part. Check if it is working there and then scale cross the company.

When you hold a position in IT strategy, it's essential to evaluate how you're spending your time and the quality of your output. It's easy to get caught up in meetings and lose sight of valuable activities. Therefore, it's essential to consider the kind of output you are creating every day. Ensure that your ideas are well documented in deliverables that can be easily shared and referenced instead of lost in meeting notes. This will help you stay organized and ensure that your contributions are recognized and appreciated by your team.

Understand why your IT strategy is missing its mark. Most often than not it is a people and misalignment of incentives problem between various stakeholders, it is rarely ever a technical problem. A row over technical solution options recommended is often a people/incentive alignment problem. Think of the overarching IT strategy as painting a target for the IT team. The way to show value is to make progress towards that target. Start executing on the “low hanging fruit” first i.e. take path of least resistance, with each successive success story your team and their strategy gains momentum, and grows your inventory of organizational knowledge, people and their incentives and how to align them to achieve your next set of goals.

Reflect on the cultural and structural aspects of your organization that may affect the perception of IT's value. Encouraging a culture of innovation and collaboration across departments can help. Additionally, consider seeking external benchmarks or case studies that demonstrate the effectiveness of similar IT strategies in comparable organizations. By taking these steps, you can more effectively demonstrate the value of your IT strategy to the organization, ensuring that your contributions are recognized and that the IT department is viewed as a key strategic partner in achieving business objectives.