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How to Sell Your IT Strategy? Don’t Bore the Board!

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www.linuxit.com HOW TO SELL YOUR IT STRATEGY? DON’T BORE THE BOARD!


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www.linuxit.com COMMUNICATION BREAKDOWN


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www.linuxit.com COMMUNICATION BREAKDOWN All too often, when an IT pro tries to explain the need for change and investment – even to a pro who has made it to director and has a seat on the board – communication issues arise.


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www.linuxit.com COMMUNICATION BREAKDOWN All too often, when an IT pro tries to explain the need for change and investment – even to a pro who has made it to director and has a seat on the board – communication issues arise. If your normal mode of speech is ‘High Geek’, try translating one of your most technical white papers into everyday English.


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www.linuxit.com IF YOU FIND YOURSELF TALKING TO THE BOARD LIKE THIS... API CLOUD RAID PUPPET ENCODING LIBRARY CLUSTER


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www.linuxit.com ...YOU’RE HIGHLY UNLIKELY TO GET THIS BUDGET BUY-IN INVESTMENT CONSENSUS SUPPORT CAPITAL AUTHORISATION FUNDING ADVOCACY APPROVAL ENDORSEMENT GREEN LIGHT


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www.linuxit.com STEP OUT OF YOUR TECHNOLOGICAL MINDSET Turn your tech speak into business speak. Long presentations on subjects outside your audience’s core competence are a waste of everyone’s time.


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www.linuxit.com STEP OUT OF YOUR TECHNOLOGICAL MINDSET Turn your tech speak into business speak. Long presentations on subjects outside your audience’s core competence are a waste of everyone’s time. Don’t go on and on with too much detail about how the technology works. Focus on the business case for your strategy. Hone it down to three simple concepts…


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www.linuxit.com 1. FOCUS ON THE PROBLEM/OPPORTUNITY


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www.linuxit.com 1. FOCUS ON THE PROBLEM/OPPORTUNITY • What is the issue you’ve identified?


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www.linuxit.com 1. FOCUS ON THE PROBLEM/OPPORTUNITY • What is the issue you’ve identified? • How does it manifest itself?


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www.linuxit.com 1. FOCUS ON THE PROBLEM/OPPORTUNITY • What is the issue you’ve identified? • How does it manifest itself? • Why is it important?


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www.linuxit.com 1. FOCUS ON THE PROBLEM/OPPORTUNITY • What is the issue you’ve identified? • How does it manifest itself? • Why is it important? • What will happen if we do nothing about it?


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www.linuxit.com 2. DELIVER THE STRATEGY


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www.linuxit.com 2. DELIVER THE STRATEGY • Brief summary of what success looks like


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www.linuxit.com 2. DELIVER THE STRATEGY • Brief summary of what success looks like • A high level and simple description of what technical, procedural and organisational changes are necessary to achieve the strategic goals


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www.linuxit.com 2. DELIVER THE STRATEGY • Brief summary of what success looks like • A high level and simple description of what technical, procedural and organisational changes are necessary to achieve the strategic goals • Reasons (in everyday English) for your roadmap


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www.linuxit.com 3. FINISH WITH COSTS AND BENEFITS


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www.linuxit.com 3. FINISH WITH COSTS AND BENEFITS • Accurately articulate the cost of your strategy tied to a strong business case


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www.linuxit.com 3. FINISH WITH COSTS AND BENEFITS • Accurately articulate the cost of your strategy tied to a strong business case • How will the strategy enable the business as a whole to generate more income?


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www.linuxit.com 3. FINISH WITH COSTS AND BENEFITS • Accurately articulate the cost of your strategy tied to a strong business case • How will the strategy enable the business as a whole to generate more income? • How long before the organisation sees ROI?


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www.linuxit.com BE BRIEF, BUT BE PREPARED If the board likes the bare-bones of your proposal, they’ll come back for more detail. Make sure you have all the figures, quotes, projections to hand so you aren’t tripped up by any questions that arise.


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www.linuxit.com NEXT STEPS…


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www.linuxit.com NEXT STEPS… The difference between strategy and successful implementation is the detail. In implementing a major change to an organisation’s IT strategy, there will be a lot of detail to consider.


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www.linuxit.com NEXT STEPS… The difference between strategy and successful implementation is the detail. In implementing a major change to an organisation’s IT strategy, there will be a lot of detail to consider. The trick is knowing when to use this detail and how to explain it. After all, a lot of people have their own agendas, interests, and careers to consider.


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www.linuxit.com TAKEAWAYS • Before you present your next big IT initiative to the board, put yourself in their shoes. What do they need to hear? • Review how you can make tech talk accessible and appealing to non-technical colleagues. • Keep your presentations short and sweet. • Focus on the business case for your IT strategy.


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www.linuxit.com FOR ADVICE ON HOW TO PUT THE NEEDS OF THE BUSINESS AT THE CENTRE OF YOUR IT STRATEGY Download your free eGuide: The Future Direction of IT – Integrating your IT strategy with your business strategy


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