The role of the modern corporate IT leader continues to increase in intensity and complexity.  These leaders are bombarded daily with new and fiercer demands, such as consumer trends in technology, expectations of new tools constantly and quickly deployed and all on a backdrop of rock-solid stability.

And as if satisfying these needs wasn’t difficult enough, understanding how to collect and analyze business needs and then communicate strategies and decisions in a structured, deliberate way makes it really freakin’ hard.  IT leaders (especially below the CIO level) are typically technical and process-focused, not strategists, communicators, influencers and negotiators.  But they increasingly need to be – especially, if they want to succeed in the market place.

So what should you do about it?  Realize that planning is hard.  Not because it’s just you devising clever schemes; but rather, because it’s a function of understanding needs, defining success, collaborating on approaches, constantly sharing and refining and then executing.  For most, that’s not the discipline they’ve been improving.  But now it’s time to make that change.

In an effort to help with this, we are beginning a new series of posts where we analyze publically available strategic plans.  With these (SPA – Strategic Planning Analysis) posts, we hope to help leaders understand what to do in more intuitive and specific ways rather than just generic statements.

If you’d like help with a basic analysis or your plan, we’re happy to give some quick insights as well.  Feel free to e-mail us and we can start a conversation.

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