In the world of Information Technology, there exists a stark dichotomy. On one side, we find the IT department perceived merely as a cost center – an unavoidable expense, akin to utilities, relentlessly managed for unit cost reduction and efficiency. This IT is a means to a necessary end, a compulsory component for any business navigating the modern economic landscape. The business acknowledges its need for IT, but there’s no enthusiasm, no excitement, just begrudging acceptance. This is a race to the bottom, where the ultimate goal is to provide the required IT services as cheaply as possible.
Then, there’s the other side of the spectrum: the IT department that functions as a value machine. In this scenario, the business practically yells, “Shut up and take my money!” Why? Because every dollar invested in this IT department yields a significant return, often doubling in business value. Being part of this IT environment is exhilarating. The business doesn’t just need IT; it loves it. The focus shifts dramatically to speed, agility, and scalability. Imagine discovering a money-printing machine – your only instinct would be to accelerate its output and replicate its success.
Most organizations likely fall somewhere in between these two extremes. You might recognize elements of both models within your own IT landscape. Perhaps certain IT functions are treated as cost centers, while others are seen as value drivers. Experience shows that economic cycles often influence this perception. In prosperous times, businesses readily invest in IT. However, during economic downturns, IT is frequently viewed as a prime area for cost reduction.
This cyclical explanation, while common, feels incomplete. If you genuinely possessed a machine that generated substantial financial returns, why would you curtail its operation, especially during challenging economic times when its output is most needed?
This very paradox prompts a deeper consideration. It’s not productive to passively accept external factors as the sole determinant of IT’s perceived value. There must be actionable strategies to shape this perception and ensure IT is consistently recognized as a value creator.
Belief: The Cornerstone of IT Value
The journey towards becoming a “shut up and take my money” IT department begins with a fundamental principle: belief. Do you, as an IT professional, truly believe in the value that technology creates? This is the essence of the profession – leveraging technology to generate tangible business value. From the transition from typewriters to computers, the core principle remains unchanged: Business + Technology = Enhanced Business Outcomes.
Transparency: Showcasing IT’s Value to Secure Investment
A significant challenge for many IT organizations is demonstrating clear value to the business. From a business perspective, investments are made into IT, but the tangible returns often remain opaque. Even with trust in IT’s responsible resource management, this lack of transparency is problematic.
The difficulty lies in quantifying “value-out” compared to “spend-in.” While challenging, this is essential work. Efforts should be made to project value before investments are made and, more importantly, to measure and communicate the actual results post-implementation. Demonstrating ROI is key to shifting the perception of IT from cost center to value creator.
Earn Your Seat at the Table: Proving IT’s Strategic Importance
The aspiration for a “seat at the table” – participation in strategic business discussions – is a common goal for IT leaders. However, this isn’t a right to be demanded; it’s an invitation that must be earned. What earns this invitation? Solid operational fundamentals. If core IT services like network stability, website uptime, and regulatory compliance are lacking, strategic involvement will remain elusive. Before demanding a seat, ensure operational excellence is the foundation.
Marketing (Your Successes): Promoting IT’s Value Proposition
In resource-constrained IT departments, marketing budgets are often the first to be cut. However, even with minimal resources, marketing IT’s successes is crucial. IT frequently delivers remarkable value to the business, but these achievements often go unnoticed or underappreciated.
As an IT leader, take proactive steps to highlight these successes. Identify impactful stories and disseminate them through internal channels – social media, open houses, internal conferences, or newsletters. While many in IT may have gravitated towards the field to avoid sales and marketing, communicating IT’s value is now an integral part of the role.
Evangelize: Inspiring Excitement for Technology’s Potential
This framework begins with belief and culminates in evangelism. While you believe in technology, are you genuinely enthusiastic about its possibilities? Business leaders have diverse priorities. They rely on IT to stay informed about emerging technologies and their potential impact.
When you discover or develop a technology that excites you, share that enthusiasm. Communicate your passion for digital transformation and market disruption. If IT leadership isn’t visibly and contagiously excited about technology, the business will likely mirror that sentiment. Let your passion for technology be evident.
These principles, encompassing belief, transparency, earning a seat at the table, marketing, and evangelism, are crucial for transforming IT’s perception. Mastering them is an ongoing journey, but collective effort in these areas will significantly increase the likelihood of businesses eagerly saying, “Shut up and take my money!” to their IT departments.
