Why IT language should be closer to C-level – the new decision-makers


Why IT language should be closer to C-level – the new decision-makers


The decision-making process often involves a combination of top-down and bottom-up input, with different stakeholders providing perspectives on technology needs, risks, costs, and benefits. Effective communication, collaboration, and a clear understanding of the organization’s strategic objectives are essential for making informed technological decisions that align with the business’s goals and priorities. 


In terms of technology, an enterprise involves multiple stakeholders and is typically collaborative. The individuals and groups involved can vary depending on the organization’s size, structure, and culture, so the decision maker changes from the CIO to the other groups and should be better communicated and aligned with the business.


The CIO is often the highest-ranking technology executive in the organization. He is responsible for the overall technology strategy, budget, and the alignment of technology with business goals. The CIO plays a central role in technology decision-making. But he can count on the IT department, which includes IT managers and specialists, to be responsible for implementing and managing technological solutions. They often assess technology options, provide recommendations, and oversee day-to-day technology operations.


Other executives, such as the CEOs (Chief Executive Officers), are often in charge of decision-making and may have a significant say in these decisions. One can especially find this in smaller organizations or when technology is closely tied to the company’s strategic direction. CEOs often work closely with the CIO to ensure all technology investments align with the company’s vision.


The CFO is also a prime participant in these IT decisions, as they are responsible for financial planning and management. They play a crucial role in technology decisions by evaluating the financial aspects of technology investments, ensuring they fit within the budget, and assessing the potential return on investment (ROI).


Leaders of various business units or departments within the organization (e.g., marketing, sales, operations) often have specific technology needs in their areas. They also provide input on their technological requirements and how technology can support their business objectives.


Many organizations establish committees comprising executives, department heads, and IT leaders. These committees provide a forum for discussing technology strategies, reviewing proposals, and making collective decisions on major technology investments.


Various stakeholders are directly affected by these decisions, and thus, can be active decision-makers too. These include End-Users, External Consultants and Experts, the Board of Directors, Compliance and Legal Teams, Vendors and Suppliers, Project Managers, and IT Teams. In such a scenario, the IT language of media, marketing, and press relations should move towards a more comprehensive approach to IT and business. Aligning IT Strategy with Business Strategy ensures that technology investments and initiatives directly support business objectives. This alignment is critical for securing resources and buy-in from stakeholders.


Maintaining open and transparent communication between IT and business teams is essential. One must regularly update stakeholders on the progress of IT projects and their impact on the business. Approaching IT and business as integrated components of an organization’s strategy is essential for achieving long-term success and competitiveness in today’s rapidly changing business landscape. Collaboration, adaptability, and a focus on value creation are vital principles guiding this approach.