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Effectively Leveraging Strategic Pieces of a High-Performance Open Team

Adrian_Velez

Author: Ritika Puri, a self-described educator, entrepreneur and people-lover immersed in tech

 

A recent report from HP points out that only 25 percent of firms self-identify as leaders, meaning that the majority of firms are operating at status quo or lagging behind.

 

Some of the biggest challenges IT leaders face are the constantly changing components and playing field. Much like in a game of chess, teams must evaluate risks, embrace ambiguity and uncover the most efficient solutions. Consider maneuvering these key parts of high-performance open teams:

 

Collaboration in IT

The King: A Clear Strategic Vision

At the heart of every open team is a clearly defined set of goals. When assembling IT teams, c-level executives need to take a step back to align strategy with form and function. It's this commitment to innovation that will keep strategic, technical and operational teams moving forward. Protect your goals at all costs.

 

The Pawns: Line of Business Owners (LOBs)

Once perceived as a mine field of sunk costs propagation, IT is now at the center of an organization's core strategic objectives. Equally important to centralization is maneuverability: the most successful IT programs reach multiple facets of an organization. Strategic LOBs will be crucial to every open team in balancing structure with creativity and aggressive paths forward.

 

As organizations move away from legacy systems, ambiguity will become more commonplace. LOBs will ensure that open teams stay that way, and that communication remains clear.

 

The Rooks: Subject Matter Experts (SMEs)

Like a game of chess, IT is a field with many moving parts—sometimes too many. Open teams thrive upon immediate access to industry-specific information. From compliance to HIPAA, cloud computing, marketing, automation, and DevOps, swift communication means more efficient workflows. Like rooks, unobstructed SMEs can bridge gaps, forge connections and help teams execute faster.

 

The Queen: Operational Leader

One of the biggest challenges IT teams face is decision paralysis. Facing many compliance challenges and complex workflows, it's common for technical strategists to encounter roadblocks before getting started.

 

That's where the operational mastermind comes in. They can use their power to ensure collaboration, simplify workflows and maintain the cadence of an open team. This role is crucial to execution and uninterrupted action.

 

The Knights: Tech Specialists

Plans are only part of the IT strategy equation. Every open team needs a range of tech specialists to bring ideas to life. These team members should be rigorous problem solvers who are comfortable with ambiguity, barriers to implementation and continuously evolving technologies. They should be equal parts specialist and strategist, and like knights, should go where the action is.

 

Open teams should encompass cross-functional leadership and expertise. The more nuance that team members can introduce with their perspectives, the more agile an IT operation will be. Disruption comes from creativity, and creativity comes from an open process.

 

The HP 2015 Report: Profiling infrastructure leaders explores factors that set digital business leaders apart from the laggards. Are you aware that these leaders are more likely to be ‘extreme’ users of digital technology? If you want to differentiate your business through the use of IT – read the report to see how HP can help improve your customer’s experience and in the process exceed your own expectations. Do you have what it takes?

 

 2015 Report: Profiling Infrastructure Leaders

Thanks for reading,
Adrian
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About the Author

Adrian_Velez

I have worked at HP for more than 16 years. I enjoy finding the stories that matter to our readers, and helping them solve everyday business challenges.

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