Technology from the top -morales

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One key differentiator for the top tier nonprofits of any size is the attention paid to technology resources. In these successful nonprofits, a comprehensive technology strategy is aligned with the mission and the strategy is understood at all levels of the organization. During this session we will discuss how to align technology and mission for the success of the organization.

Technology

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Evaluation Code: 187 How Was this Session? Call In Text Online Call 404.939.4909 Enter Code 187 Text 187 to 69866 Visit nten.org/ntc-eval Enter Code 187 Session feedback powered by: Tell Us and You Could Win a Free 2011 NTC Registration!

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C09 07/22/2011 10:15:25 Page 88 IT leader who had just been hired and would be focused on developing a long-term IT strategy for the company. This chapter shows how to develop a strategy for your IT organization and avoid getting overwhelmed with day-to-day issues. Many CIOs get caught up in tactical issues and never take the time to establish a future strategy for the organization. The process is not new or difficult, but many CIOs fail to devote the time to this area and end up like Fred. OVERVIEW Developing an IT strategy is critical for IT leaders. Unless your organization has developed an understanding of your future goals and objectives, you will not be successful in leading it forward. In the same manner that you must first decide where you want to live and build your dream house before engaging the architect and building contractors, you need to develop a future strategy in order to successfully build your IT organization. This chapter is written for someone who has never developed an IT strategy in the past or needs to revise an existing strategy to align with the company’s future direction. We first review the methodology you can use to develop your strategy and then go through the actual steps necessary to complete the strategy. It is important to note that this is a collaborative process between the IT organization and its business partners. You must actively engage them during the process and solicit their input during the development of the strategy. The IT strategy should be considered a component of an effective business strategy. Finally, we recommend that your strategy is a living document that is updated on a regular basis to support the evolving nature of your business. If you decide to enter a new market, offer new products or services, or change your business model, the IT strategy must be revised to support the business. IT STRATEGY METHODOLOGY The methodology for creating your IT strategy consists of three steps, and development of your improvement road map encompasses three critical elements, as shown in Figure 9.1. The first step is to understand the current state of the IT organization. Key questions for determining current state include: & Has the organization been successful in meeting the needs of the business? & Are the relations between the IT organization and its business partners collaborative? & Does the business feel that investments in the IT organization are providing the desired benefits? It is important to take an objective view of how the organization is operating today and not assume that things are going great. 88 & Process C o p y r i g h t 2 0 1 1 . W i l e y . A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r.

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Running Header: TECHNOLOGY AND BUSINESS 1 TECHNOLOGY AND BUSINESS 7 Technology and Business Casey Lee American Public University BUSN410: Critical Thinking for Business Decisions 01/17/2020 Introduction The success of a business depends on many factors in the environment. The implication of the factors like technology is significantly dependent on the decision-making system used by the management. Among the many factors affecting the performance of business organizations, technology happens to be one of the main factors. There have been discussions for quite a long period of time investors, entrepreneurs and managers trying to examine the adverse implications the technology element has brought in the business (Blanco, 2016). It is quite true that technology has two sides in the business organizations. Despite the many reasons on the negative effects technology has brought in business, it is quite clear that the direction the effect takes is dependent on the decision-making systems on the technology and the implementation strategies. Role of Decision-Making in Technology Effectiveness in Business Technology and its related effects are timely issues in the business sector. The management and other stakeholders in the business world give technology key priority in the strategic formulations. Technology is one of the key elements the business organizations use to gain competitive advantage in the market and the industry. In as much as this element is so important and plays crucial role in ensuring the success of the business, decision making tool determines the direction it goes with its impacts. When the decision-making system is effective and sound, the implementation process of the technological strategies will work out effectively. So basically, when the decision-making process is well structured, the technology will prove to be effective and beneficial to the business. There is need to have the right resources in the business organization that will facilitate the implementation of the technological needs and strategies. The resources are also needed to ensure the decision-making process is effective in the business organization. Technology is normally brought in to ensure that the business processes are enhanced, and the productivity improved. The benefits that technology comes with in business are so many and, in many occasions, they are quite challenging to install. The business management need to make sound decision and gather the right resources to initiate the implementation. The resources are needed in decision-making process which include the right personnel to make recommendations. In order for the technology to work out effective for the business, it is important to have the quality resources. The challenges like leakages in the systems and some information getting to t.

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The Washington Nonprofit Technology Needs Survey was distributed to 2,567 nonprofit organizations in the State of Washington. The survey was open to individuals in a wide array of positions at a wide array of nonprofits across the state. The nonprofits represented were diverse in industry-focus, size, and location in the state of Washington. The survey had a response rate of approximately 15%, which is considered an adequate sample, and a total of 392 respondents. Of these respondents, 91% were reached through 501 Commons’ contact list. The other 9% were reached through a separate survey, which was distributed to nonprofits not associated with 501 Commons. The following were the objectives of the survey: Gain an understanding of Washington nonprofit technology use trends. Identify key opportunities given technology needs identified by Washington nonprofits. Understand how Washington nonprofit technology planning operates as a subset of their strategic planning. Provide feedback to 501 Commons on their performance in the marketplace.

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We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments. To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization. The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability. Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT. This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption. Authors - Alex Adamopoulos and Bob Kantor

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