What should you consider when building an effective IT Strategy team?

In the complex landscape of today's digital transformation, the crafting of an effective IT strategy is considered pivotal for the long-term success of an organisation. Yet, often underemphasised is the importance of constructing the right team to implement this strategy. Multiple factors need to be taken into account when assembling a team that can not only conceptualise but also operationalise a vision aligned with organisational objectives. Skill sets, cultural fit, experience, and adaptability are among the elements that should be meticulously evaluated. In this article, a comprehensive exploration will be conducted to elucidate what must be considered when building a team capable of devising and executing a robust IT strategy. The objective is to provide actionable insights that can be instrumental in forming a team that optimally aligns with your enterprise's goals and needs.

The size and scope of the team

The dimensions and scope of the IT Strategy team are determined by various factors such as the organisation's size, complexity, and the scale of projects to be managed. In a large enterprise or government setting, the team may be multi-disciplinary, including roles ranging from strategists and project managers to technical architects and data analysts. Conversely, in smaller organisations, the team might be more condensed, often requiring members to wear multiple hats.

A real-world example can be seen in the Australian Government's Digital Transformation Agency (DTA). The DTA is tasked with leading the transformation of government services, making them simple, quick, and personalised. They employ a diverse team that includes strategists, designers, researchers, and technical experts, among others. This multidisciplinary approach allows them to tackle complex challenges that extend beyond the realm of mere technology solutions, considering factors such as user experience and policy implications.

Source: Digital Transformation Agency - Who we are

By scrutinising this example, it can be deduced that a well-rounded team can significantly augment the capability to develop and implement a successful IT strategy. Therefore, the size and scope of your IT Strategy team should be carefully considered, bearing in mind the complexity of projects and the breadth of expertise required.

The skills and competencies of the team members

The selection of the appropriate skills and competencies is viewed as a crucial step in assembling a proficient IT Strategy team. Competencies should span across a variety of domains, encompassing both technical know-how and softer skills like leadership, communication, and problem-solving. Typically, a balanced team would consist of individuals specialising in areas such as strategic planning, project management, technical architecture, data analytics, and cybersecurity. Additionally, a grasp of relevant legal and regulatory guidelines is often deemed essential, especially in highly regulated industries or government settings.

In the context of government, the U.S. Federal Chief Information Officers (CIO) Council provides a compelling example. This council serves as the principal interagency forum to improve agency practices related to the acquisition, development, and operation of federal IT assets and resources. According to their "Federal Information Technology Workforce Assessment & Action Plan," the CIO Council identifies several critical skills and competencies needed in their teams, including but not limited to, IT Governance, IT Program and Project Management, and Cybersecurity.

Source: Federal CIO Council - Federal IT Workforce Assessment & Action Plan

From this example, it is inferred that a comprehensive skill set enables the tackling of complex, multifaceted challenges that are commonplace in government IT projects. Therefore, when building your IT Strategy team, an alignment of skills and competencies with the organisational goals and the specific challenge at hand is recommended. Attention to this alignment will be instrumental in fostering a team capable of executing a robust and effective IT strategy.

The roles and responsibilities of the team members

In the development and execution of an IT strategy, clearly defined roles and responsibilities are considered imperative for fostering team cohesion and operational efficiency. A balanced IT Strategy team might include a Strategic Planner responsible for aligning IT initiatives with business goals, an Enterprise Architect for designing the technical blueprint, a Project Manager to oversee timelines and resources, and a Cybersecurity Expert to ensure compliance with security protocols, among other roles.

A notable example of well-defined roles and responsibilities in a government context can be found in the United Kingdom's Government Digital Service (GDS). Tasked with transforming the provision of online public services, the GDS employs a variety of roles including Product Managers, Technical Architects, Developers, and User Researchers. Each role has a specific set of responsibilities, enabling the GDS to work cohesively in delivering digital services that meet user needs.

Source: Government Digital Service - Roles in Government Digital Service

Examination of this example reveals the importance of articulating roles and responsibilities clearly for achieving the targeted outcomes in complex environments. Thus, it is advisable to carefully delineate the roles and responsibilities of each member in your IT Strategy team. By doing so, a foundation is laid for effective communication, accountability, and ultimately, the successful execution of your IT strategy.

The structure and culture of the team

The establishment of an effective structure and culture within the IT Strategy team is deemed essential for optimal performance and delivery. Structure typically refers to the hierarchical or flat arrangement of roles, the decision-making processes, and the methods of collaboration. Culture, on the other hand, includes the shared values, beliefs, and behavioural norms that guide how team members interact and work together. The balance of structure and culture often dictates the team’s agility, adaptability, and how effectively they can execute the IT strategy.

A relevant example in a governmental context would be the Riigi Infosüsteemi Amet // Estonian Information System Authority (NCSC-EE) , responsible for managing the country's digital infrastructure and e-governance initiatives. According to the agency's operational report, NCSC-EE follows a decentralised structure where teams are given a significant degree of autonomy but are bound by common organisational goals. This allows for agility and quick decision-making, highly valuable in the ever-changing landscape of technology.

Source: Estonian Information System Authority - Operational Report

In examining this example, the takeaway is that both the structure and culture of the team play a pivotal role in its success. Therefore, when building your IT Strategy team, careful attention should be paid to fostering a structure and culture that align with your organisational goals and the nature of the IT projects to be undertaken. By doing so, a conducive environment for innovation, collaboration, and effective execution can be created.

The alignment and integration of the team

Ensuring proper alignment and integration within the IT Strategy team is seen as crucial for the realisation of organisational goals. Alignment refers to how well the team's objectives, strategies, and activities coincide with the broader organisational or governmental vision. Integration, on the other hand, involves the effective amalgamation of different units, roles, and resources within the team to form a cohesive and functional whole. Achieving both is often considered vital for navigating the complex challenges and opportunities presented in modern IT landscapes.

A demonstrative example can be observed in Singapore’s GovTech Singapore , which plays a pivotal role in the country's Smart Nation Singapore initiative. According to their Annual Report, GovTech employs a 'OneTeamGov' approach, which aims to break down silos and foster cross-agency collaboration. This involves the alignment of various internal teams with external governmental bodies to ensure a unified direction and shared objectives. Additionally, their strategy emphasizes the integration of diverse skills, such as data science, user experience design, and cybersecurity, to form multidisciplinary teams capable of tackling complex projects.

Source: GovTech Singapore - Annual Report

From this example, it can be surmised that achieving alignment and integration is not merely beneficial but essential for effective team performance. Consequently, when forming your IT Strategy team, meticulous planning is recommended for aligning the team's objectives with organisational goals and integrating various roles and units cohesively. By giving due attention to these aspects, a strong foundation for the successful execution of complex IT strategies is built.

Here’s what else to consider

Beyond the elements already discussed, additional considerations are believed to be crucial for building an effective IT Strategy team. These include:

1. Continuous Learning and Development: The rapidly evolving nature of technology necessitates a commitment to ongoing learning. Opportunities for skill development and upskilling should be provided.
2. Resource Allocation: Adequate budgetary and infrastructural resources should be allocated to the team to execute the IT strategy without constraints effectively.
3. Feedback Mechanisms: Systems for regular feedback among team members and from other stakeholders should be established to facilitate constant improvement.
4. Success Metrics: Key Performance Indicators (KPIs) should be defined and monitored to evaluate the team's effectiveness and alignment with organisational objectives.
5. Change Management: A strategy for managing organisational change, particularly concerning the implementation of new technologies or methodologies, should be in place.
6. Diversity and Inclusion: A diverse team that represents a range of skills, backgrounds, and perspectives is often seen as more innovative and effective in problem-solving.
7. Risk Management: Procedures for identifying, assessing, and mitigating risks should be integral to the team’s operation.
8. Communication Channels: Clear and open channels of communication both within the team and with other organisational units are essential for successful implementation and ongoing operations.
9. Stakeholder Engagement: An approach for keeping senior management and other key stakeholders engaged and informed is beneficial for securing ongoing support and resources.
10. Scalability and Adaptability: The team should be built in a manner that allows for scalability and adaptability to meet future challenges and opportunities.

By considering these additional factors, a more rounded, robust, and future-ready IT Strategy team can be formed. These aspects serve to enrich the team's capability to not only develop but also to successfully implement a robust and effective IT strategy.

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