In my experience the best way to go forward is to understand why there is misalignment. As HR we need to understand and review the organizations strategic goals and see how the IT decision aligns (or misaligns). But, what I love is when I talk to IT and business leaders to understand their concerns & perspectives. I remember once, the team had a crucial deadline to improve customer service response time with a deadline. The IT decided on a PM tool, which wouldn't directly help. I spoke to both sides & suggested integrating the new tool with our customer service platform to streamline communication and potentially improve response times. This approach addressed both IT's goals & our strategic goals which was a win win.

As the discussion is worded, if 'your' IT decisions are not aligned with organization objectives, you should either follow organization objectives and fall in line, or be able to bring other stakeholders on board with your perspective and align organization goals correctly. Organization success is team work and an Unrelenting CIO can be as detrimental as a CEO unwilling to see merit of facts and cannot tolerate dissent. I and CEO of an American F&B MNC agreed that we can't work together because of our communication mismatch and that worked good for all. If we can't align IT strategy with vision of organization, or disagree, best is to not be there than damage all: yourself, CEO, the board, peer CXO and worst of all, the organization.

Gain a thorough understanding of the organization's strategic objectives. This includes understanding short-term and long-term goals, as well as the overall vision and mission. Evaluate the IT decisions that have been made and determine how they deviate from the strategic goals. Identify areas where alignment is lacking. Explore the reasons behind the misalignment. This could involve issues such as lack of communication, misunderstanding of strategic goals, conflicting priorities, or inadequate resources. If necessary, seek guidance from external consultants or advisors who specialize in strategic alignment and IT governance.

Aus meiner Erfahrung tritt eine solche Situation ein, wenn im Vorfeld in der Formulierung der Strategischen Ziele nicht flexibel genug klar konzipiert und daraus resultierend kommuniziert wurde. In der Praxis/Realität trifft im Feld dann ein neu ermittelter abweichender "Kundenbedarf", auf die zuvor festgelegten Strategie. Das löst in erster Linie technische und dann organisatorische Herausforderungen aus, die bis zu einem bestimmten Rahmen gemeinsam in einer guten (erst) internen (dann externen) Kommunikation gelöst werden. Das weise strategische Ziele muss also Bandbreite haben, um eventuellen Abweichungen im Feld gerecht werden zu können. Das nennt man gelebte Flexibilität. Aus dieser Fähigkeit sind ganze neue Königreiche entstanden😉

To realign IT decisions with organizational strategic goals, begin by assessing the situation to understand the root causes of misalignment. Engage stakeholders, including senior management, to communicate and collaborate on adjustments to the IT strategy. Educate stakeholders on the benefits of alignment and influence decision-making through data-driven arguments. Continuously monitor alignment and be prepared to adapt. Seek executive support if needed and regularly review and reflect on past decisions for improvement.

Kommunikation mit den Stakeholdern ist der Schlüssel! "Tue was Du sagst, und sage was Du tust" erweist sich als essentielle Fähigkeit in diesem Kontext. Unterlege Deine Aussagen mit belastbarem Zahlenmaterial, schildere Deine neuen Erfahrungen, die dich zur neuen Sichtweise bewegt haben, überzeuge und übernehme Verantwortung für eine Kursveränderung. Die Stakeholder werden unterstützen und folgen.

Craft clear and concise messages that outline the current situation, the impact of the misalignment, and the importance of aligning IT decisions with strategic goals. Use language that resonates with your audience and emphasizes the benefits of alignment. Determine who the key stakeholders are in this situation. This may include executives, department heads, IT staff, and other relevant parties. Tailor your communication approach to each stakeholder group based on their interests and concerns. Start by providing context about the organization's strategic goals and how IT decisions impact the achievement of these goals. Help stakeholders understand the importance of alignment for the overall success of the organization.

To address misalignment between your IT decisions and the organization's strategic goals, effective communication is paramount. Engage with stakeholders, including your IT team, manager, peers, customers, and senior leaders. Clearly articulate your IT decisions, explaining how they align with strategic goals and the associated benefits and risks. Encourage open dialogue, listen to feedback and concerns, and address them respectfully and constructively. Effective communication builds trust, rapport, and alignment, fostering a collaborative environment conducive to achieving organizational objectives.

Effective communication in IT decision-making is not just important; it's crucial for success. It can determine whether your IT initiatives align with organizational goals, ensuring that everyone is on the same page and working towards a common objective. Clear communication fosters trust among stakeholders and promotes a culture of collaboration and innovation. It helps to mitigate risks, resolve conflicts, and drive progress, ultimately leading to better outcomes for the organization as a whole.

Negotiating and compromising to address the misalignment between IT decisions and organizational strategic goals requires a collaborative approach. Before entering negotiations, take the time to understand the perspectives of all stakeholders involved. This includes executives, department heads, IT staff, and other relevant parties. Identify their priorities, concerns, and objectives related to IT decisions and strategic goals. Look for areas of common ground between IT objectives and strategic goals. This could include shared objectives such as improving efficiency, enhancing customer experience, reducing costs, or increasing revenue. Emphasize these commonalities as a foundation for compromise.

Negotiation and compromise play pivotal roles in IT decision-making, especially when conflicting interests or preferences arise. It's imperative to find a harmonious balance between your IT decisions and the organization's strategic goals, remaining open to adapting plans as needed. Consider the trade-offs, costs, and impacts of your decisions, prioritizing those that align most closely with strategic objectives. Effective negotiation and compromise can lead to win-win solutions that satisfy both IT and organizational needs, fostering collaboration and driving overall success.

When faced with conflicting interests, needs, or preferences, negotiating and compromising with stakeholders is crucial. Strive to find a balance between your IT decisions and the organization's strategic goals, being open to adjusting plans as needed. Consider the trade-offs, costs, and impacts of your decisions, prioritizing the most important and urgent ones. Engage in constructive dialogue to find win-win solutions that satisfy both parties. Flexibility and adaptability are key in reaching agreements that support organizational objectives while addressing IT needs.

Wer keine Kompromissbereitschaft im Jahre 2024 in seinem Skill-Repertoire hat, der ist ein Anachronismus. Oft als Zeichen der Schwäche angesehen ist das ein weiterer Schlüssel zum Erfolg. Zu erkennen, dass es weitere ggfs. bessere Wege zur Zielkonformität gibt ist doch das "Salz in der Suppe" im heutigen Business. Die Anforderungen, um eine IT Entscheidungen zu fällen sind derart vielfältig, dass ein Stakeholder alleine sie nicht fällen kann. Technologie, IT Security, Datenmanagement, Datenmobilität und -schutz beispielsweise sind unterschiedliche Anforderungen, alle nahezu gleichgewichtig, und müssen kompromissbereit behandelt werden ohne den Kern der IT Entscheidung zu korrumpieren. Echte Erkenntnis mit viel Kompromissbereitschaft.

-Make goals that are easy to understand, so everyone knows what you are trying to achieve and can work together towards that same purpose. -Teach employees the skills they need. -Help new employees get started and adjust to their new roles. -Give employees the things they need, like equipment,tools,infrastructure and advice, to do their jobs well. -Have managers frequently check in, provide feedback, and mentor employees to make sure their work is going in the right direction. -Discuss goals regularly at team meetings to keep everyone focused and on the same page.

Vereinfache und verbildliche die Zielsetzung so, dass sie für alle Beteiligten verständlich und tragbar wird. Formuliere Probleme in Herausforderungen um und unterstütze sie wenn Herausforderungen "zu groß" sind. Übernehme Führung und zeige gleichzeitig Verständnis für Bedenkenträger. Versuche diese auszuräumen bzw. integriere die auftretenden Herausforderungen in die Strategie als zu überwindendes Etappenziel. Inklusion aller Beteiligten als höchste Form der Integration erfolgt durch ernsthaftes Auseinandersetzen mit sämtlichen Bedenken und die Umwandlung in lösbare Herausforderung. Überzeuge mit Empathie und gleichzeitig Durchsetzungswillen und übernehme die Verantwortung für Rückschläge auf dem Weg zum Ziel. You'll be loved&supported😉

Es liest sich viel zu einfach, aber es ist so: Es bedarf 1. Disziplin, 2. Disziplin und 3. Disziplin 😉 und das ist maßgebend beim Monitoring von Projekten (Ich mag das Wort Überwachen nicht). Erfolgsmessung und Fortschrittsdokumentation ist mit simplen Mitteln zu erzielen. (Disziplinierte) Regelmäßige Milestone-Meetings, Protokolle, Transkriptionen z.B. Team verhelfen zu einer lückenlosen Dokumentation. Das Beschließen und das Akzeptieren von ToDo's mit eindeutigen Fristen halten das Engagement hoch und die Zufriedenheit wächst. Die Disziplin beginnt immer bei jedem/jeder selbst. Wichtig. Lebe vor was Du verlangst.

Wirklich innovativ zu sein ist (leider) nicht wirklich erlernbar, sondern eine echte Attitüde. Innovation als Fähigkeit besteht aus den "Zutaten" Neugier, Mut, (manchmal Humor), Risikobereitschaft, Resilienz und Durchsetzungswillen. Somit ist es als Fähigkeit nicht für alle Menschen erreichbar und umsetzbar. Teams bestehend aus innovativen Menschen und diese mit Nicht-Innovativen als "Stimme der Vernunft" zu umgeben halte ich für eine realistische, erstrebenswerte und mögliche Vorgehensweise. Daraus ergibt sich ein belastbares und tragbares Gemisch für erfolgreiches und dann innovatives Verhalten für Veränderung, Wirkung und Agilität zu erzielen.

Make better decisions?! Your job is to align with the business goals and move things forward. If you are fighting the machine then time to look for another job. There are ways to provide feedback and suggestions but at the end of the day you have to get on board.

If IT decisions are not aligned with organizational strategic goals, it’s crucial to address this misalignment. You can start by identifying the specific areas where the misalignment exists, then communicate with relevant stakeholders to understand their perspectives and concerns. From there, work collaboratively to adjust the IT strategy to better align with the organization’s overall goals. This may involve revisiting the IT decision-making process, ensuring that it incorporates input from various departments and stakeholders to promote alignment with strategic objectives.

I agree Shane. It’s important to focus on the “why”, allow the business workflow to dominate the conversation and use technology as the enabler. For long term success though it is critical that the digital support staff also buy in and be part of the discussion. It takes a village to change the way we work, and bringing everyone along the journey may be hard but it’s worth the effort. As cliché as it sounds, teamwork really does make the dream work!

It might be time to consider that your goals and the organisations goals no longer, or never, matched. Your decisions should align with the business goals. That is your job as an employee. If you are unable to make that happen or it makes you uncomfortable to do so, it's time to move on.