Transforming IT Roles: 7 Steps to Strategic Advisory Success

IT professionals often find themselves trapped in a cycle of merely executing tasks, acting as “order takers” rather than strategic partners within their organizations. This shift is crucial for IT leaders looking to elevate their roles to trusted advisors who can drive meaningful business solutions. According to experts in the field, the transition from a reactive support role to a proactive strategist requires a comprehensive understanding of both technology and the business landscape. Here are seven actionable steps identified by industry leaders to facilitate this transformation.

1. Adopt a Proactive Mindset

A significant barrier for IT professionals is a passive approach to their roles. Eric Johnson, Chief Information Officer at PagerDuty, emphasizes the importance of not waiting for directives. Instead, IT leaders should actively propose solutions and ideas. “Many IT organizations fall into the trap of thinking they can’t take action unless instructed,” Johnson noted. “You’re never going to reach the desired partnership level without contributing ideas.” Bill Young, Chief Technology Officer at RightClick, supports this notion, stating that IT should focus on improving the business rather than simply fixing issues.

Dana Stocking, head of IT at Mercor, adds that IT professionals should view requests as opportunities to identify root causes. By understanding the “why” behind requests, IT can address broader organizational challenges. This mindset shift from “my system” to “our outcome” is essential for fostering collaboration.

2. Gain Business Acumen

To become effective partners, IT professionals must immerse themselves in the business operations of their organization. Johnson recommends attending business meetings and engaging with stakeholders to understand their needs better. “You’re not just waiting for problems to come to you,” he advised. “You’re proactively engaged with your business partners.” Joe Locandro, global CIO at Rimini Street, encourages his team to participate in departmental discussions to grasp the business vernacular and priorities.

Understanding specific departmental processes is vital. For instance, if supporting sales, IT professionals should familiarize themselves with sales workflows and performance metrics. Johnson describes how his team collaborates closely with sales to tailor solutions that enhance productivity.

3. Focus on Business Goals

Shifting from an order-taking mentality to a results-oriented approach is critical. IT leaders must ask probing questions to uncover the underlying needs of business partners. According to Adrienne DeTray, senior vice president and CIO at Universal Technical Institute, this shift emphasizes outcomes rather than merely fulfilling requests.

Johnson’s team conducts monthly portfolio alignment meetings to discuss key initiatives and desired outcomes with business partners. By identifying the target state, they can collaboratively explore proactive solutions. For example, if a finance team aims to expedite book closures, IT could investigate automation options to streamline processes.

4. Communicate Impact, Not Tasks

The way IT communicates its contributions can significantly influence its perceived value. Rimini Street’s Locandro points out that many reports focus on tasks completed rather than the value generated. “No one reported the outcome that has been delivered as a result of this task,” he explained.

IT professionals should frame their achievements in terms of business impact. For example, instead of stating, “We automated this process,” one might say, “We freed up 200 hours a month for the sales team to focus on revenue-generating work.” This language connects IT efforts to broader business objectives, making their contributions clearer to company leaders.

5. Celebrate Small Wins

Not every transformation requires a massive project. Focusing on small wins can lead to substantial improvements over time. Johnson advises identifying quick wins that benefit the organization, such as automating certain processes. “Small things can add up to a big thing,” he stated, cautioning against the pursuit of large-scale changes that may prove challenging to implement.

This approach can extend to optimizing everyday tools and software licenses. Meg Donovan, chief people officer at Nexthink, highlights the importance of analyzing software usage to determine if tools are genuinely needed or if resources can be reallocated.

6. Measure Actual Impact

After implementing solutions, it is essential to assess their effectiveness. Many IT professionals fail to evaluate whether their initiatives achieved the expected results. Johnson emphasizes the importance of measuring the impact of changes, stating, “Did it make the impact you expected, and are you measuring that?”

When results fall short, strategic IT leaders investigate the reasons and adjust their approach accordingly. This commitment to continuous improvement differentiates proactive IT teams from those that merely execute tasks.

7. Leverage AI for Strategic Capacity

Artificial intelligence (AI) plays a pivotal role in enhancing the strategic capabilities of IT departments. While not the centerpiece of transformation, AI can handle repetitive tasks, allowing IT professionals to focus on higher-value projects. Johnson notes that many IT teams are implementing AI solutions for level-one support, freeing staff to concentrate on initiatives that provide greater business impact.

Christopher Daden, CTO at Criteria Corp, reports that his team has seen productivity increase by at least 30% through the integration of AI into their workflows. By automating routine tasks, team members can transition from transactional support roles to positions that enhance the overall intelligence of their systems.

In conclusion, the journey from IT support to strategic advisory is a multifaceted process requiring proactive engagement, business understanding, and effective communication. By following these steps, IT professionals can position themselves as indispensable partners in driving organizational success.