Gone are the days when information technology (I.T.) was simply a support function that operated effectively on its own. Today, I.T. is an integral part of most businesses, namely connecting organizations to their customers and improving competitiveness. Despite most executives’ anxiety over I.T. and its complexities, leading the I.T. effort is a responsibility that ultimately falls within the top ranks. Its strategic importance is too significant not to be.

If your I.T. investments are going to effectively cultivate improvements and advance your organization’s competitive advantage, then top management must take an active role in decision-making.

Align your I.T. resources and your business agenda

You don’t need to engage big committees in your I.T. planning or process, but you do need to provide your project managers with the right direction. Unless your I.T. resources understand your business needs and vision, they will create what they believe to be is required which often results in underdelivering or overspending on projects. In any I.T. planning, it’s a good idea to involve senior managers who have a deep understanding of your organization’s goals, purpose, market, and opportunities.

With the right people in place, it then becomes your job to make sure everyone’s clear on your business strategy and to help integrate objectives. Framing I.T. projects as business problems in need of solutions, and connecting them to your organization’s mission will go a long way in motivating employees to tackle the right issues. 

Lead, don’t manage

Many CEOs and key managers are intimidated with the fast-changing, complex world of technology. But if you’re going to lead, it’s time to get comfortable with our new technology-driven economy and all its possibilities. Start by leaving the management of day-to-day logistics and budget updates to your I.T. resources, and move toward learning the broad, visionary concepts that tie I.T. to your business potential.

For instance, you should understand how I.T. can impact your company’s competitive position, and recognize the possible applications of current technologies and those that are on the near horizon. Also, begin to develop an understanding of how I.T. capabilities and economics can and will change the way your organization operates.

Lastly, while monitoring budgets and allocating resources are I.T. responsibilities, funding decisions are yours to make. By improving your understanding of technology and the competitive advantages it creates, you can better champion the projects that are most likely to provide a return for your organization. Focus on developing your technology vision and let the I.T. talent turn it into action.

The basics and the essentials

One of the best ways to keep your tech-knowledge in top condition is to take full advantage of the technology that’s readily available to you--for instance, the computer and software that’s right on your desk. Using e-mail and the Web should become second nature to any CEO or executive manager with designs on developing his or her technology leadership.

What’s more, the simplest way to hone your I.T. visionary skills is to talk with your customers--really. Know what they think about your existing or new products and services, find out what challenges they face, determine how their buying behaviors are changing and why. Any information you get from your customers can help you envision and create possible I.T. solutions.

Technology = strategy

Technology isn’t just a necessary expense; it’s a powerful strategic tool that continues to change the way your organization conducts business. Ultimately, I.T. success depends on your leadership.