Lesson 7-  Building strong IT-Business

Good IT business communication is essential for the following reasons:

• important foundation for a strong IT-biz relationship.
• helps to set appropriate expectations for IT.
• helps IT manage how it is perceived in biz.
• essential element of building trust & partnership in order to drive the delivery of biz value.
• essential to helping others underst& the biz value of IT.
• critical for underst&ing the priorities & pressures of the biz.

Obstacles to effective IT business communication are the following:

• The changing nature of IT work. There are several implications of this fact. First, IT is more complex so it is more difficult to explain. Further, this complexity means that IT is affecting increasingly large numbers of stakeholders, which makes communication more challenging. Finally, the changes in IT have led to org's expecting more of IT.

• Hiring practices. Hiring practices may focus on technology skills rather than other jobs skills like communication.

• IT & biz org. structures. The methods of structuring the relationship between IT & biz may inhibit communication rather than support it.

• Nature & frequency of communication. Communication that includes technical jargon or is techno-centric will impede communication. Further, ensuring sufficient communication can be problematic.

• Attitude.  Attitudes that are negative or focus on “us vs. them” create strong obstacles to effective communication. 

Actions IT leaders take to build stronger communication in their org's.

• Make the importance of effective communication visible.
• Work with HR to develop new skill expectations & roles.
• Develop communication skills both formally & informally.
• Increase the nature & frequency of communication.
• Spend more time on communication.

 Building blocks of a strong business-IT relationship.

• Competence. Of course, technical competence is a must; however, biz is also dem&ing biz knowledge, expertise, financial awareness, & execution.

• Credibility. IT must establish that the biz can count on them to do what they say they will do, through openness, integrity, honesty, & timeliness.

• Interpersonal Interaction. Strong interpersonal interaction as evidenced by professionalism, nontechnical communication, social skills, & management of politics & conflict.

• Trust. Taking proactive measures to build trust through (at a minimum) strong governance measures that align biz & IT goals & establish good decision-making processes.

These building blocks build on each other. The IT org. cannot achieve the other 3 without first demonstrating competence. The next element must be credibility, then interpersonal interaction &, finally, trust.

References

Austin. R.D., Nolan, R.L. & O'Donnell, S. (2009). The Adventures of an IT Leader. Boston: Harvard Business School Publishing Corporation. 

McKeen, J.D. & Smith, H.A. (2012). IT Strategy: Issues and Practices (2nd ed.). New Jersey: Pearson Education, Inc.