With spring approaching, I can’t help but think about the hunt for eggs, the bad eggs within an IT business strategy that is. Technologies and processes evolve quickly and new business products hit the market faster than ever. Consumer buying demands and behaviors change at the speed of light. To maintain best-in-class access security, a company must constantly review, adapt and update their IT business strategy to keep up with the market, trends and competitors. This fast-paced implementation environment can result in bad eggs within an IT business strategy.
An IT business strategy is developed to guide organizations throughout its lifespan and is the cornerstone of their stance on technology use. The IT business strategy details the use of technology on multiple levels, including the what, why, when and how it is used in the workplace.
A comprehensive strategy details past, present and future technology use. Adoption of new technology is both imperative and time-consuming. Introduction of security vulnerabilities, disruption to business continuity and increased operational overhead are just a few considerations when thinking about new technology adoption.
Bring Your Own Device (BYOD) and the cloud are recent examples of disruptive technologies that required rapid adoption that caused IT organizations to scramble. The business landscape is always in motion and IT business strategies need to have the flexibility to accommodate adoption and help organizations stay ahead of the technology curve, leaving teams time to develop adoption plans.
When deciding whether to implement a new strategy, a company must weigh the pros and cons, especially since adopting technology will have its benefits and challenges. C-level executives work long hours with legal, business and budget leaders to ensure it aligns with business goals. Only after the strategy is complete can IT leadership disseminate plans at a functional level.
The path to developing and maintaining an effective IT business strategy is littered with unique challenges. One must find these bad eggs that diminish its effectiveness and course-correct as needed. Limited budgets, lack of skilled employees and failure to communicate strategic initiatives can also derail plan execution. Failure for strategy acceptance among key business leaders can also slow company-wide IT strategy tactics. A failed IT business strategy and agile recognition of disruptive technology trends may ultimately result in a negative outlook of the company.
An active top-down approach that incorporates business and IT thought leadership is key to hunting down and correcting the bad eggs. Effective IT strategy development should be approached from a strategic position and flow downward from executive management.
Starting with a clearly defined IT mission statement that outlines support for business objectives provides the guidelines from which all activity will emanate from. Hiring highly-skilled employees provides a fresh perspective on what current and future technologies will extend business outreach and improve competitive positioning. During an IT strategy’s lifespan, periodic review and updates ensures the strategy stays aligned with business requirements and allows for the discovery of bad eggs to be improved and corrected.
As I use spring as a point of life reflection, so should companies practice due-diligence in reflecting upon their IT business processes. Hunting down and uncovering the bad eggs will guide use of technology and keep both IT and business requirements closely aligned and up-to-date.