The Value of Technology Alignment

The cultural divide between information technology (IT) staff and the rest of a business is so well-known that it’s become a running joke. As the story goes, the tech people don’t know how the business works and the white-collar staff upstairs only think about the IT team when a printer isn’t working.

For a while, the divide was intentional. Now, with the prevalence of technology in every sector and vertical, the division between IT and business is no longer a laughing matter. Executives can’t run a successful business without incorporating a suite of technology solutions, and IT staff can’t effectively recommend and implement technology unless they have a clear understanding of the business’s objectives.

The Benefits of Aligning IT and Business

Ensuring that your IT department is working in sync with the rest of your company will save you time and money, creating a more efficient and modern business. IT-business alignment will:

  • Reduce IT expenses: aligning your IT and business goals will ensure that you’re only paying for the tools that are right for your business.
  • Increase collaboration: with open communication between departments, you’ll gain insights and access to new ideas that you’d otherwise miss.
  • Speed up time-to-market: IT alignment can get new products to market faster, streamlining the process and increasing efficiencies by using the best tech tools.
  • Improve staff upskilling: if your IT department works closely with other departments, the knowledge base and skill set of everyone in your company will improve, allowing them to make the most of your tech stack.

IT-business alignment will show benefits to almost every area of your company. You’ll make smarter decisions about infrastructure, application life cycles, planning, budgeting, marketing and sales, staffing, choosing vendors, and so on.

How to Get Started

The exact implementation process for IT alignment will depend on your company There are, however, a few key steps to consider.

Planning

Start by taking stock of your business objectives, translating them into measurable IT services. This step is going to require firm leadership from the c-suite and constant communication between team leaders on the IT and business sides. For every high-level business goal, your IT leaders should be able to suggest a technological solution.

Modeling

The role of your IT department is to design infrastructure to help you increase business value and optimize your operations. To do so, IT has to understand the needs and operating principles of the business. Without that knowledge, IT won’t be able to ensure that the systems they implement are critical to the business.

Measuring

It’s vital that your company be able to track your data and analytics. With adequate cross-organization visibility and understanding of service-level commitments, IT and business teams alike can track whether your technology solutions are meeting your goals and generating adequate ROI.

Establish a BRM

A Business Relationship Manager serves as a liaison between your IT and business staff. They’ll help each side to understand the goals and constraints of the other and come up with strategies that integrate IT solutions with business needs.

Hiring a full-time BRM might not be a viable option for some mid-sized businesses, but the role needs to exist in some form or another. If you don’t have a dedicated BRM, then the responsibilities will fall to team leadership and other executives.

Jump Start Your Initiatives

If you’ve been struggling to unify your IT needs with your business goals, start a conversation with Madison Taylor Technology. We can build tailored IT solutions to help you meet any business needs, including providing implementation planning and professional consultation sessions along the way to ensure that your team is operating at maximum efficiency. If you’re ready to take advantage of the opportunities of today’s technology landscape, let us help get your initiatives moving and start driving real results for your bottom line.

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