What skills do you need to lead IT Strategy?

IT Strategy is a component of business strategy, not stand-alone, and needs to work in conjunction & collaboration with all other strategic components (data, people/skills, etc.). Therefore, skills related to transparency, alignment, collaboration, and agility are key. The IT strategy should be a comprehensive plan around implementing technology (what & how) that best supports the business processes, capabilities, and outcomes. Business acumen is important, but I think business literacy is more because one must be able to speak & read the language of the business in order to translate this into transformational IT solutions in support of delivering the strategic vision and goals of the business.

Leading IT strategy requires a unique combination of technical expertise, business acumen, and leadership skills. Effective IT strategists need a deep understanding of emerging technologies and their potential impact on the organization's goals and operations. They must also possess strong analytical and problem-solving skills to assess complex IT challenges and opportunities. Additionally, excellent communication and interpersonal skills are essential to collaborate with stakeholders across the organization, translate technical concepts into business language, and build consensus for strategic initiatives.

IT Strategy has moved way beyond its scope in the past times. IT is no more a support unit but a business enabler. Hence, the key direction of how IT will position itself in the organization is important to conclude before building the strategy. In current times, IT being the business enabler, CIO to play the lead role to form a team to develop and align the IT / Digital Transformation Strategy with business strategy. The team should typically have steering committee of COO, CFO, CHRO and the CEO. Each business unit have to be consulted from the aspect of people, process and technology challenges, passion pain areas and wishlist. More importantly, IT should involve business than developing business acumen, although it's good to have one.

In my experience, many IT departments underestimate how important this step is. It is absolutely critical to understand how the business works before you can create an IT strategy to support it - and this is what differentiates good IT strategies from great IT strategies. Good IT strategies support the business goals that are communicated to IT; great IT strategies build on those goals and priorities to help deliver on the vision for the business.

Business acumen is the foundation of effective IT leadership. Understanding how the business operates inside and out is critical, aligning our IT initiatives with the overarching strategic goals and having that proactive mindset to anticipate future trends. Speaking from my own perspective, leveraging technology to support and enhance the business's objectives and vision is where the magic happens. This means staying nimble, data-driven, and continuously seeking innovative opportunities, all while building those crucial cross-functional relationships. In today's digital landscape, being an IT leader means embodying a holistic approach that combines technical expertise with a deep understanding of the bigger business picture.

I firmly believe influential IT strategy leaders are essential builders between technical and non-technical stakeholders. Mastering clear and persuasive communication is critical. This involves effectively conveying technical insights and translating complex IT concepts for business leaders. Fostering collaboration across departments is crucial. In my experience collaborating with HR, Marketing, and more, I've reduced task time and boosted productivity via tech solutions. Constant communication and strategic partnership in pursuing business goals are transformative. This approach fortifies IT leaders' influence, driving successful strategic initiative implementation

Building influence and relationships at the senior management level is challenging for many CIOs, but it's an important step in building buy-in and commitment around IT goals. Info-Tech research estimates that only 36% of CIOs report directly to the CEO, and nearly half of boards have no direct lines of communication with the CIO. Building and managing relationships at the C-suite and board level helps CIOs communicate the value of IT and the business impact of technology.

The need for communication and influencing skills is nothing more than a textbook answer. We usually forget that it all boils down to trust. Build trust through small wins. As we progressively earn trust, it becomes easier to get across to key stakeholders. Also, serving ideas and suggestions in small bites, while staying rooted to an underpinning narrative, helps.

Communication is an art, more so when you have multiple levels of communication required. Sharing an intricate subject like IT objectives, systems and data and expecting an alignment from senior, middle, line managers, vendors and partners is a herculean task. The communication has to be both objective and incentive driven to make the cut at different levels. I have seen even at the best of the organizations, unless the communication is around - how it impacts the particular process/ function, improves the particular KPI and incentivises the people adopting it, it doesn't bring the intended results.

An IT strategy must be empowered with a strong WHY. This creates your cultural viewpoint for the technology. If you can do this, all the components and resources of your organizations will BELIEVE you and your vision. It means that you will be able to improve the business and technical skills easier. In addition to that, your strategy will be acceptable by the customer or internal employees even if you make some minor wrong decisions. In my opinion, this is the key step for you to setup a great culture with a strategy.

In IT Strategy, you need more than just good analytical skills. Use 'Forward Projection' to see where today's data can take you tomorrow. This helps you stay ahead. Keep your plans flexible with 'Dynamic Prioritization.' This lets you focus on what really matters as things change. Finally, make sure to validate outcomes. This confirms that your IT moves are hitting their business goals. With these skills, your role goes beyond analysis to driving real business impact.

Analytical and critical thinking resonate with my experience. I've encountered complex problems that required careful analysis and decision-making. Tools like SWOT analysis and SMART goals have been my go-to resources for structured thinking. I believe that logical decision-making is at the core of any successful IT strategy.

In leading IT Strategy, innovation and creativity aren't just about brainstorming sessions. They're about making calculated moves that align with business objectives. One approach I've found valuable is 'Iterative Experimentation.' Start small, measure the impact, and then scale. This allows you to validate new ideas without risking too much. Another important factor is 'Inclusive Innovation.' Involve people from different departments in the ideation process. The diversity in perspectives often leads to solutions you might not have thought of. Lastly, don't underestimate the power of 'Customer Feedback Loops.' Direct input from end-users can provide invaluable insights for innovation.

Build a culture of innovation on your team by focusing on key behaviors such as curiosity, growth mindset, psychological safety and diverse perspectives. Consider how your hiring, governance, policies, rewards and leadership behavior may be incentivizing (or punishing) these behaviors.

In my opinion it is not the one leading the IT strategy that necessarily needs to be very innovative or creative by themselves. It is far more important to create a culture of creativity and innovation of everyone in the company so that they can directly influence the IT strategy. The role of the IT strategy lead is then to channel this innovation and creativity into action

The executive leader accountable for IT Strategy tends to be the Chief Information Officer (or CIO). For an effective IT Strategy, the CIO needs to behave as the "Chief Innovation Officer" and bring external examples, fresh thinking and describe new approaches to solving today's issues and problems. The most pertinent example is the rapid rise of machine learning and Artificial Intelligence, including tools such as ChatGPT. Opportunities to increase business value and improved efficiency are delivered today in ways that we didn't consider previously.

Innovation and creativity strike a chord with me. I've seen how thinking outside the box can lead to breakthrough solutions. One example that comes to mind is a project where my team embraced design thinking to re-imagine a user interface, resulting in a more user-friendly product. I agree that fostering a culture of innovation is key to staying competitive.

In my experience the SCARF modal might be used to create an environment of trust within the teams. S: Status C: Certainty A: Autonomy R: Relatedness F: Fairness

Effective leadership in tech means fostering collaboration, encouraging innovation, and driving results. There are a few frameworks such as OKRs that helps a lot. With over 12 years of experience leading people, I focus on building high-performing teams by promoting a culture of trust and open communication. I empower teams to own their work, balance autonomy with accountability, and ensure that everyone is aligned with strategic goals. My approach combines a deep understanding of technology with strong interpersonal skills, ensuring the team not only achieves but exceeds its objectives.

Leadership and teamwork go beyond traditional managerial skills. One practice I've found particularly effective is 'Trust-Based Leadership.' Empower your team by entrusting them with meaningful responsibilities and giving them the autonomy to make decisions. It not only boosts morale but also fosters a culture of accountability. Another vital skill is 'Adaptive Alignment.' The tech landscape is constantly changing, and your ability to realign your team quickly around new objectives is crucial. Also, incorporate 'Peer-Led Development' in your team dynamics. Let team members take turns leading projects or components of it. It's a powerful way to develop leadership skills within the ranks while fostering a sense of collective ownership.

Leadership and teamwork are skills I hold dear. I've had experiences where setting a clear vision and empowering my team led to successful project execution. Using agile methodologies, I've seen how collaboration and adaptability can drive IT projects to success. I strongly believe that effective leadership is about inspiring and supporting the team.

IT strategy, leadership, and teamwork are essential skills for driving success in any organization. Effective IT strategy aligns technology with business goals, ensuring resources are used efficiently. Strong leadership fosters innovation, motivates teams, and guides projects to completion. Teamwork enhances collaboration, leverages diverse skill sets, and promotes problem-solving. Together, these skills enable organizations to adapt to changing technology landscapes, deliver impactful solutions, and achieve competitive advantage. Effective communication and a clear vision are key to integrating these elements seamlessly.

IT strategy leaders need a unique ability to speak both technical and business language, and to connect technology capabilities with business opportunities and priorities.

The skill area that has most recently become indispensable to IT leaders, and which interacts with all of the other skills described here, is Data Science and Artificial Intelligence. As a strategist, you don't need to be a coder yourself, but you won't be able to help your company form comprehensive strategies without understanding how A.I. is affecting your industry and how it fits into your company's plans. Your ability to communicate and influence other business leaders will depend on your ability to support your positions with data, including analytics and visualization. In terms of innovation and creativity, Generative A.I. has the potential to transform virtually every industry; you will be expected to integrate it into your plans.

Forward thinking: implementing changes aiming to set the right solid base for growth and agility requires act of planning and thinking about the future and not just solving current problems. Focusing on a long-term strategy enables sustainable growth and develops within the organization the sense of belonging and being part of a program.

Another critical and underrated skill is facilitation. While an external facilitator can help you power through definition of your strategy, every day after will require you to facilitate the decision making and actions required to turn your vision into reality.

Managerial courage to speak up if you see flaws in the business strategy. It is easy for people to latch onto the next bright and shiny object without assessing whether it is applicable to your business. Probing deeper into business requirements will separate wants from needs and solidify expected outcomes for a tighter and collaborative outcome. Having the financial acumen to conduct a cost/benefit analysis ensures a return on the technology investment and full disclosure of TCO.