Strategic Use of IT to Drive Business Strategy

Practically every business owner recognizes the value that advanced technology can bring to their organization. Critical KPIs like productivity gains, efficient operations, cost savings and better customer service can all be achieved through the deployment of modern innovations. With the onset of AI technology, positive outcomes can become exponentially magnified, giving owners an even greater incentive to invest in these solutions as part of a strategic use of IT.

Owners and executives are expected to project enthusiasm and ambition when it comes to embracing the far-reaching benefits of technology, but this same passion and vision should also radiate from the IT staff. They know, better than anyone else in the company, how technology can improve various departments and individuals.

Why IT’s Strategic Potential Often Gets Overlooked

The problem is that many companies see IT as a corrective — tech support and help desk resources that put out fires — and not as a strategic asset that drives change. IT personnel often feel they have less in common with colleagues who don’t understand or aren’t interested in how the tech stack works.

As a result, technicians often disengage from their associates. It is a mistake we see time and again, one that does both the team and their company a huge disservice. It’s a missed opportunity to unlock the strategic use of IT across the business.

A Holistic Perspective

Rather than view their department as adjacent to the core businesses, technology professionals should see their efforts as integral to reaching those key company KPIs. This can be accomplished if the IT professionals engage more with the culture of the business and its goals instead of limiting their interaction to their own departmental priorities.

How IT Can Align with Departmental Goals

Understanding the objectives of various departments, how they work and how they use technology systems can elevate the IT team from a passive role to a valued resource.

It requires an inquisitive nature, and some effort. At a high level, sales, accounting, marketing, HR and other groups have their own unique ways of working. The IT staff should invest one day in each area and ask a series of questions that pertain to that particular department.

Bringing Innovation to the Table: IT’s Advisory Role

For example, when meeting with the sales organization, it is important to learn about the specific touchpoints used in the sales journey.

• How are these prospects identified and approached?
• Is a database purchased and external emails delivered?
• Are communication tools like Zoom or Teams used to speak with prospects?
• Are sales professionals mobile or remote?
• After a deal is closed, what does the fulfillment process look like?

These discovery sessions are instrumental in enabling the tech team to come back with various ideas to help their colleagues achieve their goals through the strategic use of IT.

Voice Opinions

It’s also important for the technology team to continually monitor the wave of new applications and services that are entering the market. Rather than being merely installers and troubleshooters, the IT group should make the time to learn which new services and applications are available and relevant to their companies.

They should produce a basic cost-benefit analysis to help executives determine if a new solution is better than what the company is currently using, and if this investment is a sound business decision. The technology team can also help the C-suite understand the hidden costs that come with new products — mainly in the form of integration needs, training and potential downtime.

Rather than sit on the sidelines, the IT staff should position themselves as an experienced and proactive resource to help the organization make sound technology decisions.

Talk the Talk

When speaking with the executive team, leave the jargon in the shop. Use the language that businesspeople understand. Frame a conversation in terms of increased sales, faster call-handling times, reduced data breaches, lower costs or any other metric that is relevant.

Describe in basic terms how the application or platform works, why it is different and what needs to happen to implement it. Share some examples of how it improved the performance of other companies and departments. Be open and frank, and demonstrate eagerness to see the company improve its performance through technology.

Positioning IT as a Strategic Business Partner

IT professionals have an opportunity to add value to company strategy — but they need to grab the opportunity. By being proactive, informative and learning about the challenges internal stakeholders face, the tech team can position themselves as an indispensable resource to the company.