There are fundamentally two perceptions of an IT department within any organization. The first, and unfortunately more common, views IT as a mere cost center. In this model, IT is perceived as an unavoidable expense, much like utilities. The focus is relentlessly on minimizing costs and maximizing efficiency, treating IT as a necessary evil for modern business operations. The relationship is transactional and begrudging – the business needs IT, but certainly doesn’t cherish it. This approach initiates a downward spiral, prioritizing cheap solutions over strategic value.
Conversely, the second type of IT department operates as a value machine. In this ideal scenario, the business practically begs, “Shut Up And Take My Money!” because every dollar invested in IT yields a significant return, perhaps two dollars back in tangible business value. Working in such an IT environment is not just a job; it’s a sought-after position. The business not only needs IT but actively appreciates and champions it. The emphasis here is on speed, agility, and scalability – if IT is a proven engine for generating value, the only logical move is to accelerate it and expand its capabilities.
Reality, of course, often exists somewhere between these two extremes. You might recognize elements of both models within your own organization, perhaps with certain IT functions viewed as cost centers while others are seen as value drivers. Historically, economic conditions often dictate which model prevails. Booming economies tend to see businesses investing more liberally in IT, while downturns frequently lead to IT being targeted for cost reductions.
This economic pendulum explanation, while broadly accurate, feels inherently incomplete. If IT truly functions as a “money-printing machine,” why would any rational business curtail its operations, especially during challenging economic times when value generation is most critical?
This very paradox has driven deeper reflection. Accepting the status quo as mere circumstance feels passive and unproductive. There must be actionable strategies to shift the perception and reality of IT from a cost center to a “shut up and take my money” value machine.
Belief: The Foundational Principle
This transformation begins with a fundamental shift in perspective: belief. Do you, as an IT professional, genuinely believe in the value-creating power of technology? This belief is the bedrock of everything else. Your profession, at its core, is about leveraging technology to generate tangible business value. This principle has been true since the advent of business computing, evolving from typewriters and slide rules to today’s sophisticated digital landscapes. The core equation remains: Business + Technology = Better Business.
Transparency: Illuminating IT Value
A primary challenge for many IT organizations is a lack of transparency. From a business perspective, investments flow into an often opaque “black box” of IT, with unclear outputs. Even when there’s underlying trust in IT’s responsible handling of resources, this lack of visibility breeds uncertainty and undervaluation.
The difficulty lies in quantifying “value-out” compared to easily tracked “spend-in.” Despite the complexity, measuring and communicating IT’s value contribution is crucial work. Value assessment should ideally occur both proactively, before investments are made, and reactively, to demonstrate the realized outcomes and ROI post-implementation. This data-driven approach builds trust and showcases the tangible benefits of IT investments.
Earn a Seat at the Table: Strategic Integration
The coveted “seat at the table” represents true strategic partnership. This is where critical business decisions are made, strategies are formulated, and the future direction of the organization is charted. Historically, IT representation in these high-level discussions has been lacking. While IT professionals often lament this exclusion and demand a “seat,” true influence is earned, not demanded.
The invitation to this strategic table is predicated on demonstrating fundamental operational excellence. If IT struggles with basic reliability – network outages, website downtime, or compliance failures – strategic inclusion is unlikely. Before aspiring for strategic input, IT must first ensure operational credibility. A flawlessly functioning IT infrastructure is the price of entry to strategic conversations.
Marketing: Showcasing IT Successes
In resource-constrained environments, marketing often feels like a luxury. However, even without a dedicated budget, effective communication of IT’s achievements is essential. IT frequently delivers remarkable value, yet these successes often remain internal secrets.
As an IT leader, proactively seek out and amplify positive IT stories. Utilize internal communication channels – social media, newsletters, town hall meetings – to broadcast IT’s contributions. While many in IT might have gravitated to the field to avoid sales and marketing, communicating value is now an indispensable part of the IT leader’s role. Subtly marketing IT’s successes transforms its perception within the organization.
Evangelize: Inspiring Technological Enthusiasm
The journey from cost center to value machine begins with belief and culminates in evangelism. Beyond simply believing in technology, are you genuinely excited and passionate about its potential? Business leaders are often juggling numerous priorities. They rely on IT to be the technological vanguard, staying abreast of emerging trends and disruptive innovations.
When you discover or develop a technology that genuinely excites you, share that enthusiasm! Communicate the potential for digital transformation and competitive advantage. If IT leadership isn’t visibly and contagiously passionate about technology, it’s unlikely the broader business will be either. Let your excitement be infectious and inspire the organization to embrace technology-driven opportunities.
These principles – belief, transparency, earning a seat, marketing, and evangelism – represent a pathway to transform IT perception and reality. Mastering these is an ongoing journey, not a destination. By collectively embracing and implementing these principles, IT professionals can demonstrably increase their value contribution, making it far more likely that the businesses they serve will enthusiastically say, “shut up and take my money!“
