IT has evolved past deploying technology and keeping it running. Now, IT gets input from the business leaders to allocate money to the right projects.
Network executives share these tips for guiding long-term strategy:
Keep an open line of communication
Open communication builds a lot of goodwill, and putting the ball in the hands of corporate folks streamlines the process for prioritizing IT projects. Build in feedback loops to check progress and make adjustments. "We move off of some projects and toward other projects. Every month the business has a different view of the future because the environment changes," says Phil Saunders, CIO and senior vice president for Southern Company, an energy provider in Atlanta.
Partner with corporate leaders
"We work closely together because we understand the dollars, we understand the focus, and it's all about the partnership driving the business results," says Cathy Brune, vice president of enterprise infrastructure for Allstate in Northbrook, Ill. Making sure funds are spent on the right technology means understanding what's most important to your firm. Knowing the short-term corporate goals helps you get to where you want to be in the long run.
Revisit goals and priorities
One of the biggest challenges is the pressure on IT resources for getting everything done, especially when short-term needs pop up, says Bruce Lummis, vice president of telecommunications for QVC in West Chester, Penn. Addressing current needs slows the progress on the long-term projects, and often costs more when additional infrastructure is required. "The senior management team works with us on changing the dimension and delivery terms of some of the long-term projects," he says.
Create value every quarter
Set up IT projects as a series of 90-day plans to produce value. At the end of each quarter, validate if projects remain viable by continually defining how technology enhances the business processes, recommends Tim Theriault, executive vice president and CTO for Northern Trust, a Chicago financial services firm. "You can't forecast for two years out because by the time you get there something will have changed," he says.
Contact Feature Writer Suzanne Gaspar
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