Too many organizations treat technology planning like a solo act.   One leader pulls together a roadmap.   A few others nod along in a meeting.   Then execution begins – and the friction starts.

Missed handoffs. Surprise priorities. Budget debates. Shadow projects.

Technology planning shouldn’t be a one-person job.  It should be a team sport – with shared visibility, shared ownership, and shared outcomes.

When planning is siloed, things break.   When it’s co-owned, things move.

 

So why is planning still so disconnected?

1. Everyone’s planning in different places

IT has one view. Finance has another. Business units are running on PowerPoint decks last updated in Q2.   Without a central, living plan, everyone operates on assumptions, and those assumptions rarely align.   A roadmap no one sees isn’t a roadmap. It’s a risk.

2. Stakeholders are brought in too late

Business leaders get brought in after the project is scoped. Finance reviews after it’s priced. Ops finds out when it’s already underway.   By the time they raise questions, it’s too late to shift course, so they either nod along or become blockers.   Collaboration after the fact isn’t collaboration. It’s damage control.

3. The loudest voice wins

Without a clear planning process, decisions are often made based on influence, not impact.   A well-connected exec fast-tracks their pet project while more valuable initiatives wait in line or get dropped entirely.   Prioritization should be data-driven, not politically driven.

4. No one sees the whole picture

Each team knows its needs. However, few understand the tradeoffs across the organization.

• What resources are tied up?
• What business priorities are most urgent?
• What’s already in motion that we can build on?

Without this context, planning becomes a wishlist, not a strategy.

 

So how do you make planning a team sport?

You bring structure, transparency, and shared ownership to the process.

 

Here’s what that looks like:

• Collect ideas from across the organization, not just IT.
• Evaluate demand against strategic criteria, capacity, and business impact.
• Involve stakeholders early in shaping the plan, not just reacting to it.
• Make the roadmap visible and real-time, so everyone works from the same source of truth.
• Revisit priorities regularly, not just once a year.

When people feel ownership in the plan, they fight for its success, not just their line items.

 

Where GetInSync fits in

GetInSync turns planning into a truly collaborative, ongoing process.

It provides:

• A shared workspace for ideas, projects, and priorities.
• Visibility across IT and business units.
• Tools to evaluate and shape demand together.
• Real-time updates that eliminate the guesswork.

Because when everyone has a voice in the plan, everyone has a stake in the outcome.

 

Technology planning isn’t just an IT responsibility.   It’s a business priority.
And when it becomes a team sport, that’s when the real progress begins.