At some point, if your organisation or business is to survive, it will need to undergo change. Managing that change, especially if it involves leveraging it through technology, will need to be an integral part of your strategy.

And yet, as I have often argued, the need for external, but informed, expertise is the best way to ensure that your integral IT solutions are best addressed.

Whilst you’ll doubtless have a board level director with responsibility for 'IT’, it doesn’t follow that you have an officer charged with the execution of change, and the way in which your IT needs to develop. It’s not a continual process.

What will be essential is the need for the board to communicate the need for change, its goals and effects; and to communicate that if new technology is required to implement those changes then a suitably qualified and experienced resource is needed to make it happen.

A solution lies in the appointment of an external IT specialist as a non executive director. Considering your specialist consultant as a partner is a massively important attitudinal shift in addressing change. Seen to be part of the board, and therefore responsible and accountable, the non executive director is in a prime position to shorten the lines of communication between the board and those who will be expected to effect the changes.

Your consultant, thus empowered, can use their specific knowledge to plan, direct and manage the changes to your IT whilst your board can stay focused on the business.

This structure provides an excellent conduit for feedback, with the non executive director being able to see both the board level strategic needs and the ‘shop floor’ tactical challenges.

Your insight of your business and market, combined with the specific IT skills of your non executive director is a powerful amalgam, delivering objectivity and clarity to enable people to make informed choices.

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