Technology, when applied properly, adds value and helps grow your business. But first, any organization needs the IT Big Three – a trio of distinct skill sets that must be in place to get the most out of an Information Technology investment.
Picture the IT Big Three as three interlocking gears. Each of these skill sets is critical to the success of an overall IT program and ultimate business success.
The executive skill set is the driving gear because it sets the tone and creates business goals and objectives for the organization. Innovation and creativity, particularly in problem-solving, come to the forefront through this skill set.
The executive skill set is also where business planning and technology meet. For example, a business might have a growth objective of expanding geographically or adding product lines. Someone applying the executive skill set could consider improving connectivity or greater use of webinars to further that growth objective.
A company’s IT director or chief information officer (CIO) is typically the individual with this skill set. The executive skill set is ideally fostered within an individual, an IT group or through a third-party consultant. Companies may run into problems when they attempt to insert this skill set on an ad hoc basis instead of integrating it into their executive management model.
The administrative skill set is focused on project management. This involves scheduling and managing work to keep IT tasks on time and on budget. The administrative skill set also collects data and provides a conduit to management so educated decisions can be made about IT. An IT department manager generally holds this skill set with its attention to detail and record keeping.
The technical skill set is where the rubber meets the road. Individuals with this skill set are technicians or help desk personnel who help users interface with IT. These individuals also share information and recommendations on how to improve day-to-day operations with administrative and executive staffs.
Of course, technical knowledge is key but this skill set must also include communication ability to keep systems running and users productive.
Heed the warning sign
“I don’t know what IT is doing,” is a common management statement and a warning sign that one or more of these skill sets is missing or underdeveloped within an organization’s IT function.
The problem often occurs when a business hires just one or two IT personnel without considering the needed skill sets. An IT staff member might be highly knowledgeable about products and possess strong technical skills, but that doesn’t guarantee that they know what the users are doing with the products or what the users really need to be productive.
And, it’s not just about being a great record keeper. Data related to IT system use isn’t helpful unless and until it’s shared with team members who understand the big picture.
Also remember that a company’s IT function won’t meet its potential without the involvement of someone with a creative business mind and an understanding of how IT innovation drives business improvement.
In other words, an effective IT function needs all of the attributes found within the IT Big Three: innovation, creativity, service, communication and technical capabilities.
While all three skill sets must be present, the specific mix that is required depends upon the needs of an organization at any given time. A period of dramatic growth or a complete change in IT systems, for example, might demand a high level of all three skill sets at once. On the other hand, an organization that is upgrading its IT equipment may just have a temporary high need for the technical skill set.
Getting the IT Big Three
Business operators can’t assume that all three skill sets reside in one person — or even within an IT department. But, they can take steps to recognize which skill sets are needed and at what levels they should be implemented. I recommend this three-step process:
Step one – Take a 10,000-foot view. This requires asking questions of your IT staff and your management team. You’ll need to identify the available skill sets in an honest, straightforward manner. A tool to help with this assessment is the Company Technology Personality Quiz found on the BizTimes Milwaukee Biz Blog “What is Your Company’s Technology Personality?” http://www.biztimes.com/blogs/milwaukee-biz-blog/2007/6/27/what-is-your-companys-technology-personality This short quiz will help you identify the technology personality of your company and your decision makers as leader/innovator, mainstream/realist or cautious/follower.
Step two – Identify your options. Once you’ve identified the skill sets within your organization’s IT function, consider what can be done to add the needed skill sets or strengthen what is already present. Options may include adding staff, training current staff members or using contract or temporary personnel.
Step three – Execute. Once you’ve determined your course of action, create a timetable and a budget and put your plan into motion. Revisit your program as needed to ensure that it continued to help you meet your overall business goals.
Additional thoughts on delivering IT effectiveness
Establishing an effective IT function takes these three things: 1.) Knowing your company’s technology personality; 2.) Knowing your company’s IT skill sets; and 3.) Your company’s IT hardware and software. Once you understand the first two factors, the assets take care of themselves. That’s why it’s important that you thoroughly understand the people and skill sets within your company’s IT function.
As you evaluate your company’s IT function, properly identifying and utilizing the IT Big Three will go a long way in ensuring that your technology investment helps meet your business objectives.
