The average IT department now supports over 200 different business applications, a 68% increase from five years ago, according to a recent Gartner study—making it difficult for any one leader to keep up without external input.
Trusted advisors bring the necessary insights to help manage these complexities—offering guidance based on hands-on experience and fresh perspectives, particularly in unfamiliar areas.
With access to a reliable group of experts, IT leaders can build a safety net that helps prevent costly mistakes and poor decisions. These advisors act as sounding boards, challenging assumptions, identifying blind spots, and proposing alternative solutions.
How IT leaders can tackle today’s toughest tech challenges
IT leaders increasingly face intricate problems that require collaborative problem-solving. Rapidly evolving technology means new challenges appear frequently, from managing cybersecurity threats, which have increased by 67% in the past three years, to integrating new digital tools across global organizations.
Trusted advisors offering support to decision makers in areas where they may lack depth, such as regulatory compliance, ethical AI implementation, or data governance.
Advisors who specialize in these emerging areas help IT leaders stay informed about the latest trends, risks, and opportunities. For example, advisors can guide the adoption of cutting-edge technologies like 5G or cloud-native applications, making sure the organization gains maximum benefit while limiting the impact of risks.
Having trusted advisors on hand allows IT leaders to focus on strategic objectives, confident that they are making well-informed decisions supported by a diverse set of expertise.
Building a dream team of advisors for smart decision-making
Advisors bring real-time insights on industry trends, customer behavior, and technological advancements—helping IT leaders make better decisions by expanding their knowledge base and sharpening their strategic thinking.
According to McKinsey, companies that actively involve diverse external advisors in their decision-making processes are 2.4 times more likely to achieve long-term growth.
Advisory teams are key in avoiding mistakes that could damage the organization’s reputation or bottom line. Through leveraging the specialized knowledge of advisors across multiple domains—such as software engineering, enterprise architecture, and cloud computing—IT leaders can better anticipate challenges and devise strategies to address them.
Adding to this, having advisors lends credibility to IT leaders, as it shows a willingness to seek out and value external expertise, which can then build up trust both within the organization and externally with partners and stakeholders.
Two types of advisory teams that drive success
Advisory teams generally fall into two categories: internal and external. Each serves a unique purpose in supporting and growing an IT leader’s capacity to make sound decisions and drive innovation.
Why every IT leader needs an internal team for digital wins
Internal advisory teams consist of trusted colleagues within the organization who collaborate to drive digital transformation and maximize the return on digital investments. These types of teams naturally align around shared goals, such as increasing operational efficiency, improving customer experience, or developing new digital products.
For these teams to be effective, IT leaders must establish credibility and demonstrate the ability to choose and empower individuals who can efficiently manage daily IT operations.
Delegation lets the leader focus on strategic initiatives, developing a collaborative environment that encourages input from all team members. A Harvard Business Review study found that organizations with strong internal advisory teams reported a 35% higher success rate in digital transformation efforts.
How an external team keeps IT leaders ahead of the curve
External advisory teams help IT leaders stay updated on emerging technologies and business practices. They’re typically composed of individuals from many different backgrounds—academics, industry veterans, startup founders, and consultants.
IT leaders can build these teams through engaging in events like hackathons, pitch sessions, industry conferences, and specialized training sessions.
Creating an external advisory team requires proactive effort, typically through seeking out individuals who are naturally curious, enjoy challenging conventional wisdom, and can offer fresh perspectives on current technology trends. It’s particularly valuable for navigating uncharted territory, such as exploring new markets or experimenting with disruptive technologies.
According to Stephanie L. Woerner from MIT CISR, leaders who invest time in building these diverse networks are more likely to adopt innovative solutions that give their organizations a competitive edge.
4 simple strategies to develop powerful connections with advisors
Building and maintaining strong advisory relationships requires a strategic and thoughtful approach. Successful leaders recognize the importance of creating a “kitchen cabinet” of trusted advisors—individuals who have been mentors, colleagues, or industry contacts throughout their careers.
These relationships must be built on mutual respect, trust, and a commitment to open, honest communication. Forming these connections requires transparency, openness, and a genuine interest in the advisor’s perspective. Leaders need to communicate clearly about the specific help they need, the time frames involved, and any expectations around compensation or perks.
Maintaining regular contact, whether through phone calls or face-to-face meetings, helps build rapport and builds up a sense of partnership.
1. What makes an advisor truly effective for IT leaders
Effective advisors bring a wide range of skills and knowledge to the table. They should bring deep expertise in areas that are strategically important to the organization, such as data analytics, cybersecurity, or AI.
Time availability is equally important; advisors should have the bandwidth to engage meaningfully with the leader. Respecting their schedules and commitments is key to maintaining a productive relationship.
2. The do’s and don’ts of engaging with your advisors
When engaging with advisors, transparency is key. Clearly communicate what kind of assistance is needed, the deadlines, and any perks or compensations involved.
Advisors appreciate knowing how their input will be used and the impact they can make.
Keeping interactions focused and purposeful, often through concise phone calls or meetings, makes sure advisors stay committed to the partnership.
3. How to make your advisory relationships a two-way street
Advisory relationships thrive on reciprocity. Both parties should benefit from the collaboration. Leaders must make sure advisors feel their contributions are valued and respected, which builds trust and deepens the partnership.
4. How to create trust and mutual growth with your advisors
Trust grows when both the leader and the advisor feel their relationship is balanced and beneficial. Regular, open communication about expectations, progress, and feedback builds up mutual respect.
Leaders who show genuine interest in their advisors’ viewpoints are more likely to sustain long-term, fruitful relationships.
What industry experts say about building your trusted advisor network
- Rohan Sud (Deloitte Consulting): Trusted advisors are key to developing an innovative spirit and strengthening both strategic planning and credibility.
- Stephanie L. Woerner (MIT CISR): Highlighted a pressing need for proactive effort in building diverse external advisory teams.
- Robert Kelley (Carnegie Mellon University): Stressed the importance of forming a “kitchen cabinet” and maintaining honest, two-way communication.
Final thoughts
Are you surrounding yourself with the right advisors who challenge your thinking, spark new ideas, and help you see around corners?
The strength of your network could be the difference between thriving or just getting by or growing stagnant. Now is the time to build a team that pushes your brand forward—who’s going to be in your corner?
