What do you do when you don't have a current technology strategy?
What if you don't have the time to create a technology strategy?
What if your technology strategy is not resonating with your executive peers and the broader organisation?
Some technology teams may think they have a strategy; however, often, it is not; it is a series of technology statements without a link to business outcomes.
At an event, I was asked how technology executives can establish and maintain credibility. In this one-minute video, I share what I learnt from visiting many leading global CIOs and technology executives in Europe over five years at one of my former employers.
The learnings endure and are timeless. These great leaders all consistently approached their technology strategy with three common areas and dedicated their teams time accordingly
FUNDAMENTALS, of technology services, 50 to 60% of the time
SIMPLICITY, how they are contributing to simplify their organisation, 30 to 40% of the time
INNOVATION, experimenting and qualifying the tech for tomorrow, 10 to 20% of the time.
The takeaway; this is how to be balanced and relevant.