Here's how you can gather valuable feedback from your peers in IT Strategy.

It is important to get a cross-functional group to define the “mountain” we are trying to climb. After the group together decides what represents a climb for each of them, we can work on alignment and direction by understanding the importance of them. The group can meet frequently to create objectives and goals asking their team directly after communicating the importance of reaching the climb of the mountain together.

Frequent team meetings can be an excellent way to promote candid conversations where colleagues can offer their opinions and ideas on the state of IT strategy. To get a variety of viewpoints, arrange brainstorming sessions centered around particular strategic initiatives or problems. Encourage an environment of transparency where peers are at ease offering frank feedback and constructive criticism. Informal get-togethers might occasionally be a useful tool for obtaining feedback. Encourage casual get-togethers where colleagues can converse and offer feedback in a laid-back environment, like coffee breaks or team lunches. Using a mix of these techniques, you can get thorough and insightful input from your colleagues.

I believe first we have to study ourselves that where are now and then after that have the meetings with internal stakeholders to get their feedback.

Sometimes, peers may be hesitant to provide candid feedback face-to-face. Anonymous surveys provide a safe space for honest opinions, allowing you to gather valuable insights without any fear of judgment or bias. Consider using online survey tools or anonymous feedback forms to collect anonymous input from your peers, enabling you to gain a comprehensive understanding of areas for improvement in your IT strategy. #Feedback #ITStrategy

Honest feedback is not an overnight job, there are strong relationships, there is deep trust and there is hope, these 3 things are built with consistent communication and real evidence of every action and impact on our colleagues. Start two-way communication and spend quality time with colleagues

Surveys often exhibit bias, particularly when the responses do not accurately reflect the amount of work contributed by an individual. Participants with minimal involvement may provide answers that are irrelevant or unhelpful, introducing bias into the results. Therefore, questionnaires should be adaptive, tailored to the role, contribution, and context of each team member, rather than being standardized for all. Leveraging a large language model-driven approach to create such adaptive questionnaires could effectively mitigate this bias and provide more accurate and meaningful insights. #Surveys #ITStrategy

Surveys are the impactful ways by which one can gather the response from a larger audience. Make sure your surveys are brief, focusing on critical areas of your IT strategy. See to it that the questions are framed clearly and structured to enable candid responses. One way to get candid feedback is by using anonymous surveys; there are no inhibitions concerning sharing critical opinions from peers. Administrations, which tend to issue the same surveys repeatedly, can now track progress through this and identify trends over time.

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Design comprehensive surveys that cover various aspects of IT strategy, including effectiveness, alignment with business goals, and areas for improvement. Ensure surveys are anonymous to encourage honest feedback and consider using a mix of quantitative and qualitative questions for deeper insights.

In my experience to effectively utilize surveys for gathering valuable feedback from peers in IT Strategy, start by defining clear objectives and the specific insights you need. Design concise, targeted questions focusing on key areas like current IT infrastructure, strategic priorities, and potential improvements. Use a mix of quantitative (e.g., rating scales) and qualitative (e.g., open-ended) questions to gather diverse perspectives. Ensure anonymity to encourage honest feedback. Distribute the survey through convenient channels like email or intranet. Analyze the responses to identify trends and actionable insights, and share the findings with your team to drive informed decision-making and strategy refinement.

Establish regular review meetings or checkpoints to assess the progress and effectiveness of IT strategy initiatives. These reviews can be conducted with key stakeholders and team members to gather diverse perspectives and identify any challenges or opportunities for adjustment.

Agree with this. Reviews or retrospectives from Agile approaches after each time period, work effort or delivery is very valuable feedback mechanism and promotes feedback that considers what went well and should be repeated as well as what can be improved. Consistently doing this grows a continuous improvement mindset. The more open and candid these sessions are the better. I seem to find some other mechanisms tend to forget what was good and should be exploited over what needs improvement!

Scheduling regular progress reviews is an effective way to gather valuable feedback on your IT strategy. These reviews provide structured opportunities for peers to assess current progress, discuss challenges, and suggest improvements. Set a consistent schedule, such as monthly or quarterly, and prepare a clear agenda focusing on key performance metrics and strategic goals. Encourage open dialogue and constructive criticism. Use these sessions to align on priorities, address any concerns, and adapt strategies based on collective insights. Document feedback and action items to ensure continuous improvement and accountability in your IT strategy. Staying in touch and present with your stakeholders is key.

Regularly scheduled reviews are very critical in ensuring that there is a feedback loop. Have periodic review meetings so that you and your peers can articulate updates and any challenges and feedback on the same. Such sessions are then duly structured but remain flexible for any open proof to input. The outcomes of such reviews need to be documented such that the given feedback is made effective in future strategy development.

To further improve these sessions, I recommend incorporating a follow-up mechanism. After each review, set up brief follow-up meetings to discuss the implementation of feedback and address any ongoing concerns. This ensures that the feedback loop is closed and that changes are effectively integrated, fostering a proactive environment of continuous improvement...

Its without an iota of doubt that open forums can immensely help in idea exchange and feedback, however we need to keep a few points in mind, or take things with a pinch of salt. Firstly, the background of the speaker - whether the person comes from core technology or Business IT domain, or whether from end-user or consulting perspective - makes a huge difference. Secondly the “facebook effect” - everyone wants to showcase things in a flashy way, than they actually are; people hate to talk about routine issues but rather pitch for something sci-fi, but the issues might be in the routine,mundane ones. Finally it’s human to digress from core tech issue discussions into areas of own interest, so its important that discussions are moderated.

Adding to the above, I believe that forums should include team-specific subgroups to ensure discussions remain within the relevant context. This structure allows project managers to closely monitor individual group discussions, provide insights as needed, and correct deviations to ensure each team's objectives align with the overall goal. To maintain engagement, the forum could feature weekly challenges and quizzes, create leaderboards, and incorporate these activities into employee performance evaluations, thereby fostering enthusiasm among team members. #Forums #ITStrategy

Creating a platform for discussion and establishing an open forum can democratize the feedback process. Whether it is a dedicated Slack channel or a Microsoft Teams group should that be the new standard town hall meetings should be places where one feels comfortable to share their insight and suggestions. Open forums foster continuous dialogue and can drive innovative ideas that would never surface in other, more formal contexts.

Hosting an open forum encourages a free exchange of ideas and feedback, gathering diverse perspectives and fostering collaboration. Ensure the forum is moderated to stay on topic and allow all participants to voice their opinions. In my experience at Luby, such forums during the development of MWatch led to rich discussions and insights we hadn't considered. This setting is particularly useful for uncovering valuable perspectives and enhancing your strategy.

I will also agree with open forums where in everyone can participate and share the ideas. And as you been moderator note down meeting notes or use tools e.g. Sybill note taker this tool does a great job or taking notes and has its own AI and after studying these notes have direct 1-1 which I have reference in my previous point.

Ter um plano de ação é essencial após ter aberto um canal de escuta, ou mesmo ter coletado feedback. As pessoas ficarão frustradas após terem compartilhado e não verem nada acontecer. Essa falta de feedback muitas vezes acontece não só por falta de habilidade e estrutura na comunicação, mas sim para evitar o conflito já que muitas vezes temos que dar a notícia que não é a mais "popular"... A habilidade de lidar com situações difíceis e saber comunicar isto é um dos maiores diferenciais que um executivo podr ter. Seja aberto, transparente e genuíno. Se for consistente nisso vai conseguir o apoio necessário e gerar confiança, mesmo nos ambientes mais adversos.

After gathering insights from your peers, dedicate time to analyze the feedback thoroughly. Identify recurring themes and evaluate how they align with your strategic goals. Prioritize the most impactful points and devise a clear action plan to address them. By actively incorporating peer feedback into your strategy, you demonstrate its value, fostering trust and encouraging continuous dialogue. This approach not only enhances your IT strategy but also strengthens collaborative relationships within your team!

Reflect on gathered feedback by identifying common themes and assessing alignment with your strategic objectives. Prioritize insights and create an action plan to address key points. Acting on this feedback shows you value peer input, which enhances your IT strategy and fosters trust and continuous dialogue among peers.

Feedback is only helpful if acted upon. For this reason, reflect on the feedback received but identify common themes and action points. After that, develop a plan of attack to address these insights and let peers know what you will do about them. This is not just a way of respecting their input but also a way to start building a culture of improvement and accountability within the team.

Probably one of the most crucial steps, to take a step back and review what has been said, rather than acting on initial emotions. As a passionate leader I have been known to take feedback and create an immediate plan of action, when pausing to reflect on the feedback and consider all the different approaches to addressing it would imply. Peer feedback can be invaluable, and how you act can show how you listen and appreciate what is being offered, but it should also be looked at through the lens of the individual offering the advice. When a policy came out to remove all data not accessed within a certain time period was planned, all the feedback from the affected groups was taken into consideration, and the right plan of action taken.

Si quieres recibir primero debes dar. Realice aportes y ayuda a quienes lo necesiten, comparte tus experiencias y los resultados de ellas sean buenos o malos. Esto evita que otros profesionales comentan el mismo error y te servirá para crear una imagen positiva en el gremio, lo que se retorna a ti en reconocimiento y colaboración.

It is also essential to keep your colleagues informed about the changes and the value adding improvements that have been introduced, thanks to their feedback. Regularly updated info, be it in newsletters, team sessions, or progress reports, on how changes are effected through their input serves as an instrument supporting the building of trust in whether they can keep contributing or not.

As with all strategy it only stays alive while it is being used and communicated not just during the launch but throughout its lifecycle, continuouly showing the progress. In IT we are notoriously bad at communicating our achievements. We don't give it that much relevance: we are too busy carrying out projects that everyone should be aware so why bother with communications. But it makes such a difference when the IT chief/Director understand the role involves a good percentage of time for communication. This not only makes the work of the team visible but also helps the collaboration, and setting expectations on performance and quality.

To enhance this process further, consider using visual aids or dashboards that track and display these changes and their impacts over time. This visual approach can make the outcomes more tangible and understandable, potentially sparking even more useful feedback...

Sharing progress after implementing feedback-based changes is crucial for transparency and improvement. Updating those who contributed demonstrates that their input is valued and actively incorporated into the process. This openness builds trust and encourages ongoing dialogue, potentially yielding additional insights and suggestions. Consequently, this practice can establish a virtuous cycle of feedback and enhancement, significantly benefiting your IT strategy and overall organizational effectiveness.

To reduce the cycle time for the above steps, one approach is to integrate surveys within the forums and vice versa. This ensures that team members remain engaged after completing each activity and have an overall understanding of ongoing discussions. Additionally, incorporating impromptu feedback threads can capture real contextual issues as they arise. This strategy effectively streamlines the process from surveys to reviews to forums, providing timely and contextual feedback that fosters continuous improvement, reflection, and action, ultimately accelerating the entire feedback loop.

Make it simple to present. In my case, I would consolidate everything into a single diagram for easy understanding at a glance. Additionally, I would include the content in a presentation, with the diagram as the centerpiece, followed by detailed slides for those interested in further information.

When seeking feedback, you want to understand the diversity of views. Engage peers from different layers of the organization and with various backgrounds to gain a good perspective on your IT strategy. Be careful, however, not to create a setup in which the environment becomes unsafe, and negative repercussions may arise. Encouraging a culture of openness and respect will make your feedback process more effective and meaningful.

To achieve all these 7 points one should use team collaboration tools e.g. Teams, slack , confluence, Jira, Monday.com etc to name few which are popular and most used. These tools helps for overall project and progress and is very effective for new person joining the team or project.

Cada persona es un mundo, cada país es un nuevo desafío, cada empresa un universo, el primer paso es romper el hielo, hacer una introducción de la problemática previo ante cualquier acción o días antes, eso ayuda a abrir las mentes de los diferentes entes, luego de eso se procede con todas las recomendaciones anteriores, se ha de tomar nota u dar libertad de hablar sobre el tema de interés para oír y escuchar.