This is part 2 of a 2-part series. The first installment discusses why you should establish a Business Technology Team and how it differs from traditional IT.

Most high growth companies don’t realize the value of a Business Technology team until they start hitting operational challenges to support scale. While IT teams establish infrastructure that runs the business, a business technology team drives departmental technology initiatives so that employees can do their job. Traditionally, building integrations and automations between systems that spur stakeholder initiatives was notoriously difficult, but with a dedicated team overseeing technologies and tools that allow greater access, lines of business can have greater control over their own processes – allowing IT to focus on more complex tasks and business as a whole to benefit from transformation.

Building up a business technology team can take up to 3 years, in most cases. This starts with either a Head of Business Technology with infrastructure oversight, or a Director of Business Technology and a Director of Infrastructure. It then trickles down to a Head of Architecture who will help design the solutions or connectors between systems, and then the Heads of Backend Systems, Customer Systems and Business Intelligence supporting the different departmental needs.

Timeline for Building a Business Technology Team

Within the first half of Year 1, companies adopting business technology teams should focus on establishing a vision, breaking down organizational silos and realigning technical resources from business groups into a single biz tech team, and establishing biz tech engagement. While IT oversees the larger organization’s infrastructure in terms of security (physical and systems), compliance and operational efficiency, it is biz tech who must inform IT of every application containing employee data in order to remain compliant. Parameters must also be set in place for how LOBs approach biz tech with a project.

In the first half of Year One, the company should also focus on developing a business priority cadence, hiring senior talent, and strengthening operational capabilities. As the team that drives innovation and efficiency across business, they can receive multiple stakeholder requests at a time. It’s, therefore, beneficial to host weekly or bi-weekly meetings to organize your “big asks” for the period and prioritize what should be worked on first. 

For the second half of Year One, companies should focus on project delivery cadence. This can be done by partnering with business leaders to establish a project management office (PMO), which serves to ensure alignment (and timelines) between groups. A PMO can also help deliver a biz tech roadmap spelling out business priorities for the next cycle. By weaving project management into your business priority cadence, lines of business are kept more immediately informed about projects and biz tech is better supported to work on high-value initiatives. 

It’s also important in the second half of Year One to continuously hire or seek out partners for talent. Your head of architecture will need a solutions design team to help build an architecture for these systems and processes. Now’s the time to also think about what vendors or consulting relationships you’ll want to develop. If your finance team is looking for a specific procurement software, for example, you’ll want to vet or put a framework in place to decide which option is best for your team, cost-wise, functionality-wise, strategy-wise, etc.

Growth and Mature Stages of Business Technology Development

In Year Two, your main goal is to focus on strengthening your biz tech capabilities. Prepare a biz tech team for your major transformation initiative, as you’ll want the entire business to benefit from digital change – not just certain lines of business or IT. For this, you’ll want to consider a low code enterprise automation platform that’ll enable users across business to control their own processes, which will allow business to scale. Of the consulting vendors you’ve selected, now’s the time to task them with major business projects and put those use cases to work. You’ll also need your design solutions team to start working on their specific projects, and to account for any loose ends not caught by your vendor relationships or partners.

During Year Three, you’ll want to think about hiring new team members and promoting the existing team. As business grows and you continue to scale, you’ll want more experienced team members leading these processes and fresh eyes building the connectors or integrations. You’ll also want to build more innovation into your systems, which is where the fresh eyes come in and help steer greater organizational efficiency. At this point, you biz tech model will have matured and you’ll be able to execute initiatives – and write “playbooks” – that enhance your organization’s reputation in the market.

Measuring ROI With Business Technology

Within the three years it took to build your business technology team, you will be able to project and experience revenue growth through increasing systems capabilities and efficiencies.

Within the first half of Year One, lines of business will be freed from tech overhead and owning their own processes, and business technology will have a vision to embark on for the work they need to produce to keep both themselves and stakeholders efficient. In the latter half of Year One, biz tech will be able to deliver on high-value projects based on the project management office in place, senior team members hired, and a cadence set and recognized between their team and the stakeholders they serve. 

In Year Two, you will have developed major biz tech capabilities to sell products based on the applications that’ve been built and engaging product/consulting vendors for project execution. And in Year Three, you’ll be able to continue to expand upon your capabilities based on your mature model and embark on initiatives that set your organization apart in the market (Drink your own champagne initiatives). Within three years, your business will have transformed dramatically and become a thought leader in the space, thanks in part to an organizational structure that supports business technology, project management and growth.

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Venkat Ranga
About Venkat Ranga

Venkat is the current Head of Business Systems at Aryaka, a global leader in managed SD-WAN, and previously led Business Systems delivery at Malwarebytes and VMware, with nearly a decade of experience between those roles. In this capacity, he’s spent a lot of time thinking about how and why Business Technology teams need to exist and often shares why a company stands to benefit from adding one to their org structure.