Getting along with the Geeks: Four ways communicators can improve their relationship with IT
Communicators and IT. Oil and water, right? Maybe not.
There has been a lot of historic tension between these two parts of large organizations. Communicators want more collaboration and free flow of information, and get frustrated with restrictive IT policies – even to the point of taking the issue to the web. In return, IT has its own axe to grind with communicators, from recent very public disdain for PR practices by IT luminaries to constant battles with the technologies of Web 2.0 being introduced by non-IT practitioners, bypassing careful controls and adding to support, maintenance and ongoing management headaches.
Wherever you stand on the issues found at the links above, I would think few would disagree that there is value to a closer, more collaborative relationship between communications and information technology functions. The technology analyst firms certainly believe there is value in stronger MarComm / IT connections.
Here are some of my suggestions based upon my experience working at the interface between technology and communications on how communicators can contribute to a closer, more collaborative relationship.
Take some time to learn about IT’s headaches. Every IT group is different, but they do have some pain points in common. Google the terms “Technology Populism,” “offshoring,” and “Software as a Service” and you’ll see that your technology team has as many crises around demonstrating their value as you do. Thanks to technology populism, many in your company may be (fairly or not) questioning the value of your IT teams and their relatively expensive solutions, compared to the freebies and low-cost solutions now available on the web. Some may think your IT group’s expensive applications and employees can be replaced quickly, cheaply and easily by Google Docs, Open Office, Yammer and an Indian workforce. They’re probably the same people who think that anyone can write and that two administrative assistants and a college intern can run your intranet. Same you-know-what, different department.
Honor your IT group’s mission. The role of your CIO is to provide a secure, cost-efficient way for everyone in your company to leverage a set to tools that boost productivity and serve your customers. That role may slanted towards being a service provider, builder, or broker of third party services. Whatever the slant, the secure part of that role description always applies. Are they blocking that Web 2.0 application site because the IT team thinks you are wasting time connecting with others in the industry? Maybe, but probably not. Their motivation, first and foremost, when blocking active web applications is to keep the bad stuff out (malware, hackers) and the good stuff in (proprietary knowledge, legally protected information). Prepare for win-win conversations with IT by first understanding their constraints, then presenting your case. If you keep those in mind, you just might find a solution that satisfies everyone that they had not considered.
Remember, in the end it’s about money: Provide the right kind of data supporting your needs. If you want to get to a solution to your needs – such as providing a Facebook-style application for employees – and IT is digging in its heels, bring them the financial data that supports your agenda. What is the bottom-line, monetary benefit to making this happen? Where are the success stories in your industry? And where’s the win for IT? (remember the “What’s in it for Me” principle still applies to techies) In addition to overcoming a skeptical management team, the problem IT might have with your proposal is that providing what you want costs more money than you think. The CIO may not have the political capital to increase her budget to cover the expense. Together, you might find a way to pay for what you want to implement with a more robust, unified business case.
Offer communications support. Your CIO is concerned about selling the value of IT to his or her leaders and to other parts of the organization. But your IT team may not know how to tackle that challenge or have the budget to bring in the talent needed to help them manage their perception and image in your company. Technology groups are often underserved by communications departments. We assume there’s no need because IT has that “seat at the table,” and IT may not reach out to you because they don’t understand how to realize a benefit from your services. People in roles like mine who are “account managers” for communications services focused on IT are few and far between. Take a look at your IT group not only as a potential partner, but a potential customer for your internal communications services. You may be surprised at what you can accomplish together.
