Don't let the chief executive get the idea that IT is not
important
What goes around comes around. Just when we were on the point of
convincing our chief executives that we were an investment worth
investing in, along came a recession, and once again our top three
priorities are justification: that we understand business, that we
add value to the bottom line, that we deserve to exist.
How can we do these, fast?
When faced with this position, tinkering will do nothing, one has
to go deeper. Complaining will not do us much good, either.
We must act. It is time for positive, powerful and proactive
action. Time to stand up and be counted, to announce that we, and
everyone in our department will, from this moment on, be measured
against the return on investment they bring for the
organisation.
Financial priorities will remain at the top of chief executives'
agendas for some time. Recession, project delivery, staff costs,
budget expenditure, all combine to support the view that IT is
there to take, and not to add - a drain on natural resources.
And our experiences with the Y2K and dotcoms have not appeased our
bosses.
This has to change. IT leaders must decide to measure the real ways
they and their departments are adding real value to the business,
at every level. They must find ways to prove that they are all,
fundamentally, business people.
The IT director who is serious about delivering a quantifiable and
measurable return on investment must do many things
differently:
- Be absolutely clear where you are going, and unite your team
behind that clear, concise and compelling future - and do this
fast. If your company does not know where it is going, take the
lead
- Create outstanding measurement, reporting and communicating
infrastructures - find out the key things people need to know and
deliver them fast
- Provide a clear contract (service charter) setting out what you
will deliver, and when - forget service level agreements
- Put in information systems that track the use of desktops/PCs -
and quantify the value they bring by keeping track of PC
applications
- Market the IT department through powerful interpersonal
relationships, at all levels - make sure people catch you doing
things right -perception is everything
- Quantify the real costs, benefits and ownership for all
projects - every project is a business project, there is no such
thing as an IT project
- Relate everything you do, and plan to do, directly with the
company's bottom line - this includes ensuring your IT people use
business language and not technology jargon, all day, every
day
- And make your chief executive your best friend (whether you
like or dislkie him or her is not relevant). Invite him or her to
dinner at your house.
Focus on these areas and lead the transformation.
All IT services come down to a fine balance, between what a company
wants and what it can achieve. Achieve this, and you will focus on
business first, and be at the heart of your organisation.
David Taylor is president of IT directors organisation Certus
and author of The Naked Leader
www.nakedleader.com/