IT Team Gaps and Weaknesses
We meet many companies frustrated by their internal IT teams. They may appear to talk a different language, to not understand what the business is really trying to do, to be inconsistent and unreliable. Sometimes CEO’s just approach us because they are fed up with “computer says no” attitude.
Frustrations can Boil Over
Many of our clients have a small internal IT team who report into a non-IT specialist, for example the Finance Director or the Operations Director. Often the IT staff have been around for a long-time, the business has grown up around them and the Board have become increasingly frustrated. Sometimes we are approached when this frustration is close to boiling over and there is a feeling that the IT Manager and his team may not be competent or may be an impediment to progress.
Not surprisingly we often find the IT team are equally frustrated and feel ignored or overlooked. A dysfunctional pattern of behaviour has taken hold and the result is going nowhere!
Specialist IT management
All the members of our team have spent their entire careers managing IT staff. Often the “log jam” clears quickly when our Principal arrives as he is a specialist in IT but also widely experienced in business. The IT team feel they finally have someone with their perspective, but our Principal can also offer “translation services” between them and the Board.
An honest assessment of your situation and needs
Our Principal will make an honest assessment of what he thinks the business has and what the business needs in terms of staffing, insourcing and outsourcing. Our Principal will talk frankly with the Board and recommend how to move forward. In some cases the IT staff need good opportunities and good management in order to begin succeeding again. In other cases they may not have the skills or qualities to do the job right and our Principal can plan and oversee the necessary steps to deal with this situation.
Clear direction and management of the team in their own language
Our Principal will establish an IT strategy, roadmap and agree other plans so that the IT team have a direction to get behind. He can provide clear, firm and confident leadership so the team can begin to do well again, they have clear performance measures, and no longer seem to be run on an ad-hoc and unplanned basis.