The problem
Ten years ago I wrote a paper headlining the fact that few organisations had IT representation at main board level. At that time the trend was on the increase as organisations realised the strategic potential of IT. Today I am writing the very same thing; this upward trend having been short lived.
Many organisations put their toe in the water once or twice but subsequently placed future appointees back beneath the board and reporting to it. The question is why? Perhaps the answer lies in the following research.
Board research
A number of boards of directors across a range of industry sectors were asked three core questions. These questions are detailed below along with their corresponding answers:
- How important do you believe IT is to the future of your business?
- 94% answered EXCEEDINGLY
- How highly do you rate your own IT function?
- 46% said NOT VERY HIGHLY
- 32% said THEY ARE OK AT THE TECHNICAL STUFF
- Is your most senior IT person considered to be a member of the "inner sanctum"?
- 98% said NO
We appear to have a dichotomy whereby boards recognise the significance and potential of IT but don't rate their own IT leadership. When asked to elaborate comments included:
- “Most IT directors focus solely on the next gadget or next 'big thing' in technology and how it will revolutionise operations – board members are simply not interested”
- “IT leaders take huge risks by not embracing change and not doing anything”
- “IT Directors spend too much time managing downwards and focusing on day-to-day operational issues”
The solution
To put things into context consider the role of an IT function as a "Maslow" type hierarchy of needs and deliverables as illustrated below:
Service delivery – your licence to exist
At the base level we have service delivery; this is about getting the basics right, "keeping the lights on" i.e. delivering a reliable, responsive, robust service that addresses and serves the day-to-day needs of the business. This is your "licence to exist" as an IT Leader; get this wrong and you are "ripe" for outsourcing.
Programme delivery – your licence to thrive
The next level, programme delivery, is about responding to the future needs of the business by undertaking new work and delivering projects and programmes on time, to specification and within budget. This is your opportunity to show what you can do, to gain credibility and to begin to have a voice within the business context. Operating at this level is your "licence to thrive"; it is the starting point for building trust, partnerships and supportive relationships.
Contributing to business thinking – your licence to influence
Having mastered the two base levels you will have won the right to "contribute to business thinking". When you are operating at this level you will be working with your business colleagues to deliver real business benefit. Questions like "are we getting value for money from our IT function?" will have faded into the distant past and service level agreements will be gathering dust in some forgotten archive. At this level the business trusts and believes in you – proof and evidence are not required. This is your "licence to influence". You will have become the engine of innovation by asking better questions rather than looking for better answers to existing questions.
Transforming business thinking – your licence to decide
At the very top of the pyramid you will have entered that illusive "inner sanctum". You will be part of that small team shaping the future direction of your organisation. You will be valued not for your technical knowledge, but for your deep understanding of how technology can be used to shape the future success of your organization. You will be au fait with future technological trends; the sociological, organizational and political implications of those trends; with the future dynamics of your industry sector; and with key developments in business thinking. You will have the ability to synthesise all of this understanding to imagine and realise new business models for your organization. At this level you have achieved your "licence to decide".
Key messages
- Sort out your service and project delivery. Recruit first rate people beneath you who are team players; then delegate and let go
- Nurture and reward talent. Exercise consideration, compassion and sensitivity in your dealings with people and hence engender trust and loyalty
- Win friends and influence people; build relationships upwards, downward and sideward. Build trust and respect; generate goodwill and take the opportunity to learn from this diverse network
- Develop your business knowledge and political acumen. Learn the art of influencing, make yourself useful and get yourself noticed. Be passionate and inspirational
- Take an interest in the wider world. Have an opinion and contribution to make in relation to every item on the board agenda and demonstrate original "out of the box" thinking
- Don't wait to be told what to do; take the initiative and be prepared to make "bold" decisions based on your heart and your gut instinct. Have the courage to challenge authority and accepted wisdom. Remember it is better to ask for forgiveness that to seek permission
And finally remember, being "right" is not enough; you have to be heard. The gateway to being heard and respected lies in the relationships we build; relationships are the foundations of everything we do! So go forth and network…
