Why IT Responsiveness Isn't Just an IT Problem

In working with clients, one frustration comes up again and again: "IT isn't responsive." But when you dig into it—especially in the relationship between Operations and IT—it usually isn't about bad people. It's about misalignment.

Most IT frameworks like ITIL or COBIT aim to improve efficiency and align IT with the business. But even well-intentioned implementations often miss the mark—not because the frameworks are flawed, but because the alignment never truly happens. Real alignment requires more than a framework. It takes a cultural shift, starting with the partnership between IT and Operations.

Two Worlds, One Outcome

IT leaders focus on technology, executive directives, and staying current with trends. They're locked into upgrade cycles with tight timelines and shrinking budgets.

Meanwhile, Operations is in the trenches—keeping clients satisfied, pushing for growth, and under pressure to deliver more for less. They're chasing higher EBITDA while fielding client demands for stability and innovation at no additional cost.

Different challenges. Same company. Same goal.

Ask Better Questions, Build Better Bridges

IT must start asking better questions. Don't just ask, "How much does this VM cost?" Ask, "What is this VM enabling for the business?" The server may be provisioned efficiently—but is it helping the front line succeed?

The Ops team should be IT's most important customer. Wouldn't you follow up with your top-paying client to ensure they're getting value? Why not do the same for Ops?

This mindset should show up in the day-to-day:

• Is Ops on the IT weekly call?
• Is IT represented in Ops planning?
• Are they collaborating on projects, budgeting, and resource planning?

If not, why not?

Real Partnership Looks Like This

When I served as CIO, I saw my COO as my number-one partner. My job was to make his job easier. His job was to give me constant, honest feedback—not just about what he needed (X), but about where he wanted to go (Y). I worked to deliver that stretch goal. We succeeded—or failed—as a team.

That's what I call Total Team Alignment: cross-functional leadership, shared accountability, and a unified focus on business outcomes.

It starts with the people. Are the right voices at the table from day one? Are IT and Ops aligned not just on projects, but on purpose?

Start Where It Matters Most

Total Team Alignment matters across the organization, but the most critical place to start is the relationship between IT and Operations. They are too interdependent to operate in silos.

So when our team launches a technology engagement, don't be surprised when we recommend cross-functional meetings, org design changes, or cultural shifts. We're not just looking at systems—we're aligning the people behind them.

Because without that alignment, even the best technology won't deliver real value.

And with it? You can finally stop talking about IT responsiveness—because you're solving the right problem together.