By Prangya Pandab - August 10, 2021 4 Mins Read
While operationalizing tech visibility may appear simple, it requires enterprises to assess and redefine the scope of distinct business functions.
When business leaders have a clear vision of the technology that their company and its value proposition rely on, they achieve a comprehensive awareness of not just how the software and hardware perform, but also their strengths, shortcomings, and ability to sustain long-term growth.
Management, marketing and sales departments have traditionally focused on customer-centric concerns, while technologists have worked on tech-centric issues, often leaving technology isolated from other business activities.
Because of the rapid advancement of technology, this division poses a two-fold difficulty. To begin with, practically all business operations are supported by some type of technology, which implies that technologists must keep track of long to-do lists. They are increasingly being asked to interpret and solve problems that are directly related to the consumer experience, in addition to handling technology challenges.
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Second, as emerging technology continues to push the boundaries, technology leaders must find ways to support innovative problem-solving while also communicating the “how” to their business counterparts. Technologists and strategists must work together to understand each other’s difficulties and goals in order to address changing customer needs at scale. Effective communication is essential in this regard. Customer demands and experiences must be clearly explained from a business standpoint. From a technological standpoint, technology functions should be explained at a level that allows for easy comprehension.
In practice, this usually entails a process of mutual give-and-take. The true problem-solving can begin after communication modes and styles are effectively tailored to overcome the knowledge gap. Here are three excellent approaches for achieving IT visibility for business and technology leaders:
“What problem is the company trying to solve?” should always be the starting point. Once this question has been answered, the customer experience associated with the issue can be defined, and potential solutions can be devised and tested. Technology brings these innovative ideas to life for most modern enterprises, but make no mistake: technology is the cart, not the horse.
Technologists must illustrate how and why their solutions will work in order to develop viable solutions. Is it going to scale? Will it make the business more resilient? Is it adaptable and future-proof? Business leaders may not understand the answers to these questions instinctively, but technology leaders may. The foundation of tech visibility is bridging that gap.
At first, collaboration between a company’s strategists and technologists may be strained. A sense of mutual trust will emerge as communication is improved and multi-functionality is fully implemented. It’s natural to tread carefully at first – careers, large investments and market share are all on the line. Teams should explicitly accept those stakes and embrace any discomfort that arises during the learning process. Before obtaining genuine visibility, business executives must get through the fog.
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Despite the fact that technology underpins many business processes, it is still regarded as a “black box” within many companies. People are increasingly operating in a world where every company is a technology company, so just throwing problems over the wall into the tech arena and hoping the tech team will return with a solution is no longer the best idea.
Increasing tech visibility allows technologists to focus on pressing issues. Its collaborative nature allows a wider diversity of viewpoints to be heard. It’s also based on regular, open communication, which reduces the chances of a solution being unsuited for a company’s long-term success.
Finally, the greatest benefit of making technology visible is the same as it is in every other context – it allows technology and business leaders to look further ahead, plan sooner, and act faster than those who do not, assuring a brighter future for the entire organization.
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Prangya Pandab is an Associate Editor with OnDot Media. She is a seasoned journalist with almost seven years of experience in the business news sector. Before joining ODM, she was a journalist with CNBC-TV18 for four years. She also had a brief stint with an infrastructure finance company working for their communications and branding vertical.
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