A new year always
comes with predictions from analysts about the shiny technologies that
businesses will need to adopt to stay ahead. Having worked for more than 20
years at the frontline of IT delivery, there are only two predictions I can
guarantee will come to pass: companies will underspend on what they really need
and miss out on genuinely transformational technology, or they will overspend
on over-hyped solutions that deliver very little return.
Though these two
paths go in very different directions, they stem from the same problem, a lack
of understanding of the business requirement. In today's rapidly evolving
business landscape, implementing successful IT projects is crucial for organisations
to stay competitive and efficient. The problem is that companies struggle with
project execution, largely because of poor planning.
The foundation of
successful IT initiatives lies in thorough, strategic planning that aligns
technology with business objectives. Not just about creating a timeline or
allocating resources, it's about developing a comprehensive strategy that
considers all aspects of the project, from initial conception to long-term evolution.
A well-crafted plan acts as a roadmap, guiding teams through complex
implementations and helping anticipate and mitigate potential challenges.
Lift the bonnet on the business
The key message around all things IT in 2025, is to do it right first time. A clear and practical business plan should spell out the risks and market opportunities, identifying the products and services that are going to matter most to your customers and thereby fuel sustained growth. You have to lift the bonnet on the business, thoroughly inspect the engine for growth, then match technology solutions to the moving parts that are going to get you to your destination. Moving seamlessly from strategy to execution calls for a number of steps. You must avoid treating IT fundamentals, like security and regulatory compliance, as a box-ticking exercise; you need a holistic strategy that infuses them into the business plan, which means understanding the regulatory and data quality requirements – the two often go hand in hand. Security and compliance need to be an integrated part of systems management and procurement plans, embedded in the business strategy rather than last-minute considerations. As businesses increasingly rely on data-driven decision-making, data integrity and compliance with regulations becomes paramount. This is particularly important when implementing AI solutions, which require high-quality data to function effectively.
Third-party expertise will be needed, specialist knowledge that will look at long-term strategies for cyber protection and compliance, keeping the business on the front foot, rather than constantly playing catch-up with one-off fixes.
Match skills to project needs
Another step to successful IT execution is building out a talent pool capable of delivering on the plan and creating a culture that can handle the change. You cannot deliver on strategy without having the talent and organisational structure to support each project. Organisations should consider both the technical expertise required for implementation and the long-term skills needed to maintain and evolve the system. This will more than likely involve a combination of in-house talent and strategic partnerships with external experts.
To avoid delays and budget overruns, it’s essential to have a clear understanding of the required skills and organisational structure before hiring key executives. A lot of organisations think, “I need a CIO”, but do not appreciate that the CIO will then need a larger team of professionals in turn to meet the diverse skillset requirements needed to execute. Organisations should firstly work with external experts, who have the execution experience to fully blueprint what you need and hence prepare investment and return expectations more accurately. This will put you in control, rather than appointing a CIO in the blind.
Another risk with hiring someone new is that they might have a different way of doing things that doesn’t align with your business or hard-earned culture. Unless their skills are perfectly matched to your strategy, they can become an unwitting barrier to successful execution. Understand the strategy, the investment scale and the enabling structure, then hire the leadership to match that.
When it comes to outsourcing, be it to a managed service partner or cloud provider, there are pitfalls to avoid. It is important to strike a balance, ensuring that the business maintains control over critical functions while benefiting from external innovation and specialist knowledge.
Retaining internal expertise is particularly important around data. There are no shortcuts to the fundamentals of how you assure data quality and organise it for analysis and use in AI. I have no doubt that AI will accelerate success, but the work needed to identify a use case and provide the algorithms with the right data for it to succeed cannot be underestimated. If you are developing an AI infused solution to improve accuracy in manufacturing, for example, you need to ensure it’s set up correctly in the pilot phase. Get it wrong and the business case will quickly unravel.
Some analysts estimate that as many as 70 percent of IT projects fail to achieve their goals, so it’s imperative that businesses rethink how they address the complexity and challenges around implementing new technologies. The rewards are too big to ignore. Get it right and you will drive meaningful business transformation that contributes to your organisation's long-term resilience in increasingly disruptive times.
For more information on how Wolf and Oak can help your company get things "right first time" in 2025, please contact Wolf and Oak at explore@wolfandoak.com