Voici comment vous pouvez constituer et développer une équipe de stratégie informatique performante.

Meiner Erfahrung nach sollte das IT-Strategie-Team interdisziplinär aufgestellt sein. Neben dem technologischen Skill muss tiefes Verständnis für die Unternehmensstrategie, das Business und die Unternehmensprozesse vorhanden sein. Typische Rollen für ein solches Team sind: - IT-Strategiemanager (Verbindung Business und IT) - Enterprise Architect - Business Analyst - Data Scientist - IT Security Manager - Compliance Manager - Projekt Manager - Technologie Experten

Building a high-performing IT strategy team involves several key steps. First, define clear roles and responsibilities aligned with your strategic goals. Recruit team members with a mix of technical skills, strategic thinking, and problem-solving abilities. Foster a culture of continuous learning and innovation by providing training and development opportunities. Encourage collaboration and open communication to leverage diverse perspectives. Implement effective project management practices to ensure accountability and progress tracking. Recognize and reward achievements to motivate the team. Finally, align the team's objectives with the overall business strategy to ensure cohesive and impactful performance.

Clearly define the roles needed within your team, such as strategists, developers, and analysts. Understanding these roles helps in structuring a team that covers all critical aspects of IT strategy, ensuring no gaps in expertise.

The first step in creating a high-performing IT strategy team is defining roles. Based on the needs and goals of the project, clearly outline each team member's roles and expectations. To guarantee a well-rounded and capable workforce, specify the precise knowledge and abilities required for each position. Make thorough job descriptions that emphasize the necessary responsibilities and ideal credentials. Clearly define routes of communication and reporting in order to promote accountability and teamwork. Accurately defining roles facilitates the formation of a team in which every member is aware of their own position and contribution, resulting in a more cohesive and productive group.

Start by recruiting individuals with diverse skill sets and experiences to foster a broad perspective on challenges and solutions. Encourage continuous learning and professional development through certifications, workshops, and courses. Promote a culture of collaboration and open communication, where team members feel valued and empowered to share ideas. Set clear goals and expectations, aligning them with the organization's strategic objectives. Regularly review and adapt the strategy based on feedback and evolving technology trends. By investing in your team's growth and fostering a collaborative environment, you'll build a resilient and innovative IT strategy team.

I prioritize hiring for attitude, seeking individuals who are passionate about making change and have concrete ideas on how to achieve it. Candidates should have a deep affinity with their field and a demonstrated, personal passion for driving innovation. I value creativity, adaptability, and a collaborative spirit. Assess candidates for their enthusiasm to learn and grow, ensuring they align with your expectations for the culture you want to create and share your vision for the future to see if it resonates with the candidates own views.

Beim Recruiting der Talents gibt es Basis-Kriterien, die sich immer anlegen lassen: Fachliche Kompetenz, Softskills, Erfahrung, Bildung, Zertifizierungen und Referenzen. Besonders wichtig für Rollen im Strategie-Team: Strategisches Denken, Kulturelle Passung und Gestaltungskompetenz. Wir dürfen aber nicht vergessen, dass Talents auch Kriterien an den künftigen Arbeitgeber anlegen. Deshalb ist es wichtig, im Recruiting-Prozess ein klares Bild der Unternehmensstrategie, der IT-Strategie und des IT-Strategie-Teams zu haben. Gehalt und Arbeitsumfeld müssen attraktiv sein, ebenso die Chancen durch Weiterbildung und mögliche Karrierepfade.

Building a high-performing IT strategy team requires hiring the appropriate people. Look for candidates that possess both the necessary technical know-how and the capacity to function successfully in a group setting. Give preference to applicants who exhibit flexibility, aptitude for overcoming problems, and initiative. Make use of a comprehensive hiring procedure that comprises behavioral interviews, technical assessments, and assessments of cultural fit. To locate exceptional talent, think about using professional networks and recommendations. After hiring, make an investment in ongoing training and onboarding to make sure new hires fit in well and stay informed about developments in the field.

Es fundamental que el candidato comprenda claramente el nivel operativo, táctico o estratégico del rol ofrecido. A menudo, los detalles específicos se ocultan detrás de títulos genéricos como director, líder, coordinador o gerente durante el proceso de contratación. Esto puede llevar a malentendidos, ya que el candidato podría encontrarse con responsabilidades diferentes a las esperadas en su búsqueda de desarrollo profesional. Por ejemplo, un Director de TI podría terminar configurando equipos o involucrado directamente en la operación diaria, en lugar de desempeñar un papel estratégico exclusivo.

Focus on recruiting individuals who not only have the technical skills but also align with your company’s values and culture. In my experience, hiring for cultural fit has significantly improved team cohesion and reduced turnover.

Wachstum passiert nicht einfach so, es ist kein "free lunch". Zum Wachstum gehört inhaltliche und persönliche Weiterentwicklung, die geplant werden kann und für die man Zeit und Mittel bereitstellen muss. Dazu gehören regelmäßige Lessons Learned, Team-Workshops, Schulungen und Zertifikate. Die Etablierung von Karrierepfaden (speziell bei Fachpositionen) in Zusammenarbeit mit HR und die Kriterien für das Erreichen der Levels gehören auch dazu. Ich halte auch die Förderung von Austausch und Netzwerk cross-funktional im Unternehmen und in der Branche für wichtig.

Invest in continuous learning and development. Encourage team members to pursue certifications and attend industry conferences whether as attendees or as speakers. Start small, i.e. start with meetups. Personal growth opportunities lead to a more knowledgeable, motivated team that stays ahead of industry trends.

Establish clear, measurable goals that align with both team objectives and broader business strategies, offcource keeping "Client Happiness" in mind. Setting goals provides direction and purpose, ensuring that everyone is working towards a common outcome.

Der Prozess der Zielsetzung funktioniert meiner Ansicht nach bei vielen Unternehmen schon ganz gut. Hierfür gibt es ja Ansätze wie z.B. OKR (Objectives & Key Results). Was ich aber immer wieder beobachte, sind 2 Dinge: 1. Einzelne Bereiche bekommen konkurrierende Ziele, was zu internen Konflikten und Deadlocks bzgl. Budget und Ressourcen führen kann. Das sollte unbedingt vermieden werden. 2. Vereinbarte Ziele werden nicht regelmäßig auf ihre Sinnhaftigkeit und Erreichbarkeit geprüft und ggfs. angepasst. Leich veränderte Rahmenparameter für schnell dazu, dass ein Ziel nicht mehr zu erreichen ist oder sinnlos ist. Wird es aufrecht erhalten, führt das zu Frust und "wasted time".

Promote a culture of open communication and teamwork. In my experience, using collaboration tools and holding regular brainstorming sessions has led to innovative solutions and strengthened team bonds. Foster a supportive environment where feedback is welcomed, and adaptability is encouraged. Recognize and reward achievements to maintain high morale and keep the team engaged in delivering exceptional results.

To build and develop a high-performance IT team, focus on creating a culture of continuous learning and experimentation. Implement a "tech sandbox" program where team members dedicate a portion of their time to exploring new technologies and methodologies without the pressure of immediate project deliverables. Foster cross-functional collaboration by rotating roles periodically, allowing developers to work on infrastructure and vice versa, which broadens skill sets and enhances problem-solving capabilities. Establish a mentorship program that pairs senior team members with juniors, not just for technical guidance but also to cultivate leadership skills and emotional intelligence.