In the world of organisational change, we often focus on the nuts and bolts—strategy, processes, technology—while overlooking one of the most critical factors for success: executive sponsorship. It’s an open secret that without the right executive sponsor, even the best-laid plans can fall apart. Yet, it’s surprising how often organisations either have no executive sponsor or, worse, have the wrong one.
This issue recently came into sharp focus during a conversation I had with a colleague. They shared a scenario where their organisation was rolling out a new HR system—a significant change aimed at improving employee experience. However, the executive sponsor for this initiative was the CIO. This raised a major red flag for me, and here’s why.
The Role of an Executive Sponsor
An executive sponsor is more than just a figurehead; they are the champion of the change, the one who aligns the initiative with broader business objectives and ensures that it has the necessary support and resources. The sponsor’s role is to remove roadblocks, secure funding, and keep the momentum going, especially when the inevitable challenges arise.
But here’s the kicker: the executive sponsor must deeply understand the business objective driving the change. In the case of a HR system rollout, where the primary goal is to enhance employee experience, the CIO is not the ideal choice as a sponsor. The CIO’s expertise lies in technology, not in the nuances of HR or employee engagement. This disconnect can lead to a misalignment of priorities, where the focus shifts from improving the employee experience to simply implementing a new system.
The Right Sponsor for the Right Initiative
For a HR system rollout, the executive sponsor should be someone who lives and breathes employee experience—a HR leader, a People and Culture leader, or even the CEO. These leaders understand the impact that employee experience has on the organisation’s overall success. They can better communicate the vision, rally the necessary support, and ensure that the rollout is not just a technical implementation but a transformational change that genuinely enhances the workplace.
This misalignment of sponsorship isn’t just a minor oversight; it’s a silent killer of change initiatives. When the wrong sponsor is in place, the initiative can lose focus, resources may be allocated inefficiently, and the project may fail to achieve its intended outcomes. In some cases, it might even create more problems than it solves, leading to frustration among employees and stakeholders.
The IT Strategy Connection
You might be wondering, how does this relate to IT strategy? At its core, IT strategy is about aligning technology with business goals. It’s about ensuring that the right technologies are implemented in a way that drives business value. And this is where the role of the executive sponsor becomes critical.
When I work with organisations on IT strategy, one of the first questions I ask is, “Who is sponsoring this initiative?” The answer to this question tells me a lot about the project’s likelihood of success. A strong alignment between the sponsor’s expertise and the business objective is a good indicator that the project will stay focused on delivering real value. Conversely, a misalignment can be a warning sign that the project might be at risk of veering off course.
In my experience, successful IT strategies often involve collaboration between IT leaders and business leaders. When the CIO partners with the right executive sponsor—whether it’s the CFO for a financial system rollout, the Chief Marketing Officer for a CRM implementation, or the HR leader for an employee experience platform—the chances of success increase dramatically. This partnership ensures that the technology implementation is not just about deploying new tools but about driving meaningful change that supports the organisation’s strategic goals.
Conclusion
Executive sponsorship is a crucial, yet often overlooked, element of successful organisational change. Having the right sponsor—someone who truly understands the business objective—is essential for ensuring that change initiatives deliver their intended outcomes.
As we continue to navigate the complexities of digital transformation, it’s more important than ever to align IT strategy with business goals. This alignment starts with ensuring that the right leaders are sponsoring the right initiatives. By getting this right, we can turn technology projects into powerful drivers of organisational success, rather than silent killers of change.
Contact evince Consulting today to chat about how we can assist with your IT strategy.
