Too often, IT leaders and teams are viewed as the people who “just get it done.” A business unit asks for a system, a feature, or a tool…and IT delivers. Fast, efficient, and responsive. On the surface, that sounds like good service.

But here’s the problem: if all you’re doing is taking orders, you’re not adding real value.

Order taking vs. strategic partnering

The Business Relationship Management Institute makes this clear in its Relationship Maturity Model (RMM). The model describes five levels of maturity in how IT engages with the business:

1. Ad Hoc – Unstructured, reactive, and inconsistent interactions.
2. Order Taker – IT responds to business requests without influencing them.
3. Service Provider – IT is efficient and reliable, but still focused on delivery.
4. Trusted Advisor – IT is engaged in conversations and decisions, building credibility.
5. Strategic Partner – IT co-creates strategy, shares accountability, and drives outcomes.

The difference between being an Order Taker and a Strategic Partner is enormous. Order takers fulfill what the business says it wants. Strategic partners engage to uncover what the business truly needs and then help shape the best path forward.

Why order taking falls short

When IT functions as an order taker, several risks emerge:

• Misaligned priorities – Business requests don’t always match organizational strategy. IT ends up spending resources on low-value work.
• Wasted investments – Tools are purchased or built that don’t deliver the intended outcomes.
• Eroded trust – The business sees IT as a vendor, not a partner. That makes it harder to influence future decisions.

Over time, this limits IT’s relevance. The organization misses out on the insights IT can bring, and IT leaders are left wondering why they don’t have a “seat at the table.”

What strategic partnership looks like

Being a strategic partner doesn’t mean saying “no” to the business. It means saying, “Let’s talk.” It means engaging in a conversation about goals, outcomes, and trade-offs. It’s about asking:

• What problem are we trying to solve?
• How does this request align with business priorities?
• What are the risks, costs, and opportunities?

This doesn’t slow things down, it ensures resources are invested wisely, solutions are sustainable, and IT is seen as enabling the business, not just serving it.

A mindset shift for IT leaders

Making the shift from order taker to strategic partner requires both discipline and courage. It means:

• Engaging first instead of immediately committing to requests.
• Framing conversations around outcomes, not just technology.
• Building trust by being transparent about constraints while still offering solutions.
• Developing business acumen alongside technical expertise.

The RMM can serve as a roadmap. It helps IT leaders assess where they are today, whether stuck in Ad Hoc or Order Taker stages, or progressing toward Trusted Advisor and Strategic Partner. While not every relationship needs to reach the top level (sometimes being a strong Service Provider is exactly what’s required), IT should always be intentional about its role. And when the opportunity is there, striving for Strategic Partnership creates the greatest long-term value.

Bottom Line

IT leaders and teams who remain in the order-taking role risk being sidelined as technology decisions move elsewhere. But those who step up, engage deeply, and act as strategic partners unlock far greater value, not just for IT, but for the entire organization.

It’s not about saying “yes” or “no.” It’s about leaning in and shaping the right answer together.