Feature
IT plays a key role in the digital workplace, but too often is viewed as gatekeepers and blockers to innovation. Its position in deciding which technologies enter the workplace and how — in some case having veto powers over all technology — frustrate line of business leaders and push some workers to look to Shadow IT for the tools to get their jobs done.
Several reasons are consistently used by IT to justify such decisions, namely: security, productivity and compliance.
So what is the best way forward to ensure business needs are met while IT ensures work continues in a secure manner?
A Role That Bridges IT and the Workplace?
Take the example of internal communications technology. These technologies play a crucial role in ensuring that information flows efficiently, projects are coordinated effectively, and employees stay connected regardless of their physical location. Email, instant messaging, intranets, collaboration tools and video conferencing all fall under the internal comms umbrella (among others).
Given the importance of security and the need to encourage and enable collaboration and communications, a debate continues on who is best suited to oversee the technology associated with certain lines of business, including choice, adoption and security.
In an ideal world, decision making would be handed to someone who can master the two worlds — IT and the workplace. Or as digital experience consultant Annette Corbett described it last year in a Reworked article, a Business Partner.
Such a “business partner” would have both technical and communications knowledge to guide internal communicators through features and functionality without the dreaded open ticket with IT. Citing one of her clients, Corbett writes: “In the same way communicators are focused on communication, IT are focused on keeping the tools running. It takes a conduit person, a power user to help bridge the gap.”
How realistic is this, though? Both communications and IT are complex and skilled roles and very few people can bridge that gap. For most organizations this means bringing together several people that can cover all the bases.
Related Article: Don't Let Your Company's Digital Tools Sabotage the Employee Experience
Who Owns What?
The decision of who gets access to what tools involves many factors. Both the IT department and workplace managers need to work together to make the best choices, Chase Hughes, business strategies and founder of ProAI said.
IT keeps things secure and makes sure any tech deployment meets rules, which is important for changing how we work with technology. Managers' focus is on getting work done easily and quickly — and therefore are largely focused on collaboration and communication tools. Having both groups talk through workplace options usually leads to the wisest choices.
"I think we should look at each situation separately. The tools and access should match what each project or team specifically needs. That allows flexibility to handle different needs in different ways," Hughes said.
Trust between people working remotely is also key. When trust is high, everyone shares information, works together and the result is better choices are made. Good communication, adept handling of disagreements, and seeing other points of view build trust and helps technology bring people together when apart.
To make sure all voices are heard, pick work tools that improve communications and clarity. The choice depends on things like team size, how they like to chat, how complex the work is, and how well things connect together. The goals, roles and ground rules for decision-making should be clearly laid out to everyone involved from the start.
Setting clear rules for chatting and actively listening become very important to work things out in instances when conflict does arise, Hughes said. Consistently documenting progress and following updates also support the decision-making process.
Related Article: Why Shadow IT Is Your Best Friend in the Digital Workplace
Forget Ownership, Think Partnership
Ownership of communications tools by one part of the company or another acts a barrier to innovation, said Techtrone IT consultant Remon Elsayea.
Instead businesses should shift the conversation to focus on shared objectives — such as improving employee experience and operational efficiency — to create a collaborative environment that combines IT's technical prowess and the managerial team’s insights on workplace dynamics.
"By including informed digital workplace managers in technological decision-making, alongside IT, we ensure that technology adoption is both strategic and secure,” he said.
A culture of open dialogue, where concerns and suggestions are actively solicited and addressed, empowers teams across the board, leading to more cohesive and effective IT infrastructure and polices.
Sphere IT managing director Michael Collins said IT should serve as the backbone of the digital workplace, not just as a gatekeeper, but as a strategic partner. He views the primary role of IT is to facilitate and secure the digital transformation journey by providing insights, infrastructure and support. This means working closely with all business units to understand their needs and challenges, ensuring technology solutions align with overall business objectives."While IT should have a significant say in tech deployments, it’s crucial for decisions to be made collaboratively, involving key stakeholders from relevant business units. This ensures that technological adoptions are pragmatic, meeting the actual needs of the business without compromising on security or integration capabilities," he said.
When IT blocks access to certain applications, particularly those needed for communications and collaboration, it’s generally out of concern for security and compatibility Collins added. However, this doesn’t have to lead to a standstill. “Managers should approach IT with clear use cases and risk assessments for the desired apps, advocating for a trial or a pilot program. This collaborative approach encourages a solution-oriented mindset, balancing operational needs with security concerns,” he said.
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End the IT vs. Business Tug-of-War
IT serves a singular purpose in the workplace: to support the business in delivering its goods or services, Evolve Things COO Joseph Braithwaite said.
Yet a tug-of-war often ensues between business units and technology when their relationship is viewed as hierarchical, rather than supportive. The resolution lies in ownership: who controls the applications, funds the underlying infrastructure and governs the data.
When the business holds ownership of communications and collaboration tools, technology provides support and guidance; when tech takes the reins, it collaborates with the business to address challenges posed by shadow software, he said.
Shadow IT pose security, governance and stability risks to the company at large. IT reserves the right to block unvetted applications to safeguard technology and operations.
However, it's on IT to clearly communicate when and why it blocks applications, otherwise pushback will be inevitable. Mature relationships between IT and corporate departments enable candid discussions, leading to solutions that meet both business needs and technology oversight requirements.
"The optimal relationship between business and technology hinges on mutual respect for each other's accountabilities and responsibilities," he said. "Technology cannot arbitrarily block the usage of tools preferred by the business, nor can the business unilaterally mandate the deployment of technology that fails to meet corporate standards."