What are the most common communication breakdowns between IT strategy and IT operations teams?

In my experience, communication breakdowns between IT strategy and IT operations are unfortunately quite common in many companies. The issue can be originated by the lack of involvement of the actual company operations experts in the IT Strategy design process; e.g. the IT strategy is built mainly by staff profiles without extensive operational experience or by external consultants without thorough knowledge of the specific ecosystem. It can arise also in the following phases, for example when the IT strategy remains a set of high-level targets and is not accompanied by clear communication and carefully planned transformation initiatives throughout the organization.

First the business owners of the processes being implemented must lay down clear near-term goals and the functionality required. Out of this necessarily arises the IT strategies. I have spent decades coordinating software life cycle processes for over 300 clients. The requirements of the business needs must be written down in a requirements document and signed off on. The IT strategy staff then can look at the tools they have and lays out a path. Problems arise when the chosen tools fall short of their expected value or the staff is not adequately trained. The devil is in the details of the actual implementation. If you don't have to actually make it work, you fail to see the complexities as it is a black box to you.

Most IT shops do not have a good strategy to execution method. Its strategy and then just go figure it out. Maybe some money is set aside. Doesn’t work.

Communication lapses often stem from different focal points: strategy teams concentrate on long-term vision, while operations focus on immediate execution. This divergence can lead to misunderstandings if not properly bridged. Strategies can seem detached from day-to-day realities, and operational challenges may appear myopic to strategists. Furthermore, rapid technological changes and evolving business models add layers of complexity, requiring continuous adaptation. A collaborative mindset, transcending mere alignment of objectives, is essential. It’s not just about setting clear goals but also appreciating each other's contributions and challenges, fostering an environment where strategy informs operations and vice versa.

Communication breakdown can start right at the beginning. The cross functional team working on the strategy is often focused on "art of possible" where is execution and engineering teams live in trenches and focused on feasibility. If the "Art of possible" and "Art of feasible" is not connected, then breakdown starts.

First, it is the responsibility of the Strategy cross-functional team to connect the dots between "what's possible" and "what's feasible". The strategy must be translated into action via small incremental steps. Second, specially in large organizations with Global and BU structure, dots may not be connected between strategy and ground reality. You must have a framework to connect all projects and work to strategic objectives. If project sponsors can't connect it to the strategic objective, then a healthy debate needs to happen. Finally, business and IT leaders must speak in a common language to prevent giving conflicting messages to teams.

Pick a strategy to execution framework and stick to the discipline. The communication should be part of developing the plan. Ops should be creating that. If they don’t, you chase fires instead.

To prevent communication breakdowns between IT strategy and operations teams, it's crucial to establish clear communication practices, align on objectives, and foster a culture of collaboration and innovation. Effective use of tools and processes, along with learning from experiences, is essential for success.

Preventing communication issues demands more than regular meetings or shared documentation. It requires a cultural shift towards mutual understanding and respect. Embedding members of the strategy team within operational units, even temporarily, can provide invaluable insights into practical challenges. Conversely, involving operations teams early in strategic discussions ensures their perspectives shape strategies from inception. Regular, structured feedback loops, using a mix of formal and informal channels, can help bridge the communication gap. It’s not just about conveying information; it's about creating a shared language and context where both teams feel heard and valued.

When communication breakdowns occur, addressing them swiftly and constructively is vital. Establishing a neutral platform for open dialogue can help. This platform should encourage frank, yet respectful conversations, focusing on problem-solving rather than fault-finding. It’s crucial to foster an atmosphere where both sides feel safe to voice concerns and ideas. Sometimes, bringing in a neutral facilitator can help navigate entrenched perspectives and find common ground. The key is to transform conflicts into opportunities for strengthening collaboration and trust, rather than letting them fester into long-term divisions.

Measuring communication effectiveness between IT strategy and operations teams is crucial for ensuring successful collaboration. Key metrics to consider include alignment with shared goals, timeliness and quality of information exchange, frequency of breakdowns, productivity, and the impact of IT outcomes on business objectives. By tracking and improving these metrics, teams can enhance their communication practices and demonstrate their contribution to overall success.

If you have monthly plan reviews, all will see what is working and what is not. Bubble up major issues faster. Set a cadence to check the plan.

Effective communication in IT is more than just smooth exchanges; it's about achieving tangible results. Metrics like the alignment between strategy and operations, reduced downtime due to miscommunications, or accelerated project completion rates can indicate effective communication. Surveys gauging team satisfaction and understanding of strategic goals can provide insights into the health of internal communications. These measurements need to be contextualized within broader business outcomes, ensuring that communication effectiveness is not just a theoretical construct but a practical contributor to organizational success.

I think this section is not required in this article. It is too generic and doesn't gel with the article. Of course, the communication skills are super important.

Improving communication skills is vital for success in any field. To enhance your communication, actively listen, practice empathy, and engage in continuous learning. Seek feedback, adapt to different audiences, and remember that effective communication is a two-way street.

Enhancing communication skills in IT isn't just about learning to speak or write clearly. It's about developing empathy, active listening, and the ability to translate technical jargon into business-relevant language. Encouraging team members to step into each other's roles, even briefly, can foster greater understanding and empathy. Regular training sessions focusing on effective communication, negotiation skills, and conflict resolution can be beneficial. Additionally, creating opportunities for informal interactions can break down silos and build rapport, which is often the bedrock of effective communication.

Good methods that companies have used for many years include Strategy Deployment (Hoshin Kanri) as well as balanced scorecard.

Beyond standard communication tactics, consider the impact of emerging technologies like AI and machine learning on communication dynamics. These technologies can streamline information flow and provide predictive insights, but they also bring new complexities. Understanding how to effectively communicate these advanced concepts to a diverse audience is increasingly important. Additionally, the growing trend of remote and hybrid workforces necessitates a reevaluation of communication strategies to ensure inclusivity and engagement across all team members, regardless of their physical location.

In my opinion, operations or execution is a means to bringing strategies to reality hence it is extremely import for both teams to see the that flow otherwise no strategy can be proven ( effective/efficient or not) without its execution!