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Aligning with Business Strategy

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by george ewing 1 view

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We are a privately-held company that owns and operates automobile dealerships. We have grown by 33% in the past 18 months and intend to double our size again within 6 months through acquisition.

While my employer is willing to spend a lot of money to install and support IT resources, it doesn't see the benefit of having IT at the table when it plots business strategy.

This is so alien to me that my quandary is: do I "roll up the carpet" and stick to maintenance and help desk issues, or doI continue to point out in various ways the importance of inviting IT input at the board level?

If I roll up the carpet, I gain the advantage of hindsight ("If I had been consulted I could have saved that $2 million .." ), but this goes against what I have learned and practiced in 18 years of IT administration.

Any insights into convincing CEOs et al of the importance of having IT represented at the board level would be appreciated.

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by oldefar

Not knowing the CEO, all approaches are pure speculation.

As a general rule, he will deal in 5 currencies of business - time, security, knowledge, prestige, and money. Since cost issues don't seem to hit his hot buttons, you probably need to hitone of the other 4.

Find an inside ally. One of the current board members may be your champion for participation at the board level. Again - time, security, knowledge, and prestige will be your best bet with all but the CFO. For him, money is the best currency to deal in.

Expand your own expertise. Talking IT is interesting to other IT types. Learn to converse in and about the other areas of business. Everyone loves sharing their knowledge, so being a receptive student to the wisdomof the board members is a real good way to gain inclusion. Share your IT wisdom only when it is asked for, and only at a high level.

Have patience. These approaches take 6 to 18 months for results as a rule.

by Member 18920999

Hi George,

I am in the IT industry since 1992 and have worked in all areas. In all cases were there was a lack of proper understanding or even appreciation of technology the budget soared and the end product did not fulfil the exact requirement.

So to answer you question, it is of absolute importance to ensure there is a 100% participation in all strategic business decisions so that what ever the direction it will be supportable via the existing or new infrastructure at within measurablecost and time frame.

If you focus on support only but you have no input into what you may be supporting next it is going to come back to haunt you.

Regards,

Phillip : ))

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