As some traditional forecasting models are less reliable due to geopolitical tensions and regulatory uncertainty, what novel metrics or frameworks are you using to demonstrate IT value and progress?

We rely on traditional metric reporting every quarter. This includes tracking projects and initiatives to show whether we are over or under budget, on time or late, as well as monitoring help desk tickets and change orders. We categorize change orders by type, such as defects, enhancements, or new development. These metrics are compiled in Power BI and shared with our executive board every quarter. While the metrics may be considered old-fashioned, they provide a clear and comprehensive view of IT’s performance and value.

Our methods are not revolutionary, but we do align our reporting with business outcomes. The P&L reporting we use came directly from the need to demonstrate alignment between technology initiatives and business strategy. By linking technology projects and spending to specific business outcomes, we can clearly show value and returns. Stakeholders see exactly where budgets are allocated and how IT supports the broader business strategy.

While I wouldn’t call our approach novel, our primary strategy for showing IT progress is consistent communication. We use multiple channels, including an internal newsletter where I publish regular updates about recent changes in IT. Additionally, we host a virtual meeting called the Royal College of Display, where we showcase the work and changes implemented in our technology. This live demo of new software features and a conversation about their impact helps with change management and raises awareness of ongoing improvements. Attendance is strong, with about 300 out of 400 staff members participating, which suggests the approach is effective.