It’s a common scene in teen movies: a student gazes out at a sea of other adolescents, lunch tray in hand, wondering where they should sit and which group they belong to. It might seem like a trivial social issue to an adult, but we sometimes find ourselves in the same situation in our careers. Which tables you have a seat at still matter. Some are even crucial to business success and goal alignment.Walk into nearly any community financial institution (CFI) and you’ll find two types of meetings happening: one where leaders discuss strategic growth — products, relationships, and revenue — and another where IT teams discuss systems, integrations, and uptime. Too often, those conversations happen in parallel when they really should be at the same table.That divide may be understandable, but it’s costly. When technology and business strategy operate on different tracks, institutions risk inefficiency, compliance gaps, and missed opportunities. The future of banking belongs to those who can bridge that gap — where IT doesn’t just support the strategy, but drives it.The Disconnect ProblemTraditionally, IT has been seen as a back-office function — a department that “keeps the lights on.” Yet as digital channels and data become central to growth, IT’s role has evolved from enabler to strategic partner. Still, cultural barriers remain.A Deloitte survey found that fewer than half of executives believe their IT and business leaders share a common vision for digital transformation. This misalignment leads to wasted investments, fragmented tools, and slower innovation.When IT teams aren’t part of the planning process, technology decisions often get made reactively — responding to immediate pain points rather than long-term goals. Conversely, when business leaders don’t understand system capabilities or constraints, strategic plans can overpromise or underdeliver.The result? Parallel progress with perpendicular outcomes.Speaking the Same LanguageBridging this gap begins with communication. Business leaders must articulate goals in terms that technology teams can translate into infrastructure requirements. Likewise, IT leaders need to frame technology proposals in business outcomes — not technical jargon.Shared understanding comes from shared metrics. Instead of measuring IT purely on uptime or ticket resolution, CFIs should include metrics like digital adoption, process efficiency, or customer satisfaction — all indicators that tie directly to strategic success.Joint planning sessions also help. When IT is involved early in strategic discussions, technology roadmaps can align with business priorities, enabling smoother rollouts and better cost control. For example, if the institution plans to expand treasury services, early IT input ensures the core system, wire platform, and authentication tools can scale accordingly and that any upgrades are completed before the new capabilities are up and running.A Partnership, Not a Service
The most progressive CFIs treat IT as a part of the leadership team, not a vendor. This mindset shift changes how projects are prioritized and funded. Technology investments are no longer viewed as “expenses” but as levers for growth, efficiency, and risk reduction.According to McKinsey & Company, institutions that integrate IT into business leadership teams are more likely to achieve digital transformation success. That’s because strategy and systems evolve together — not sequentially.This approach also empowers IT professionals. When they understand how their work contributes to customer value, engagement rises, innovation increases, and risk management improves.Turning Insight into IntegrationBridging the IT-business divide isn’t about more meetings — it’s about alignment. CFIs can start small:
The most progressive CFIs treat IT as a part of the leadership team, not a vendor. This mindset shift changes how projects are prioritized and funded. Technology investments are no longer viewed as “expenses” but as levers for growth, efficiency, and risk reduction.According to McKinsey & Company, institutions that integrate IT into business leadership teams are more likely to achieve digital transformation success. That’s because strategy and systems evolve together — not sequentially.This approach also empowers IT professionals. When they understand how their work contributes to customer value, engagement rises, innovation increases, and risk management improves.Turning Insight into IntegrationBridging the IT-business divide isn’t about more meetings — it’s about alignment. CFIs can start small:
- Create cross-functional steering committees where IT, risk, and operations jointly evaluate technology initiatives.
- Encourage dual ownership of key projects (e.g., digital banking enhancements owned by both IT and retail).
- Invest in data literacy so business leaders can use insights effectively without overreliance on technical teams.
Technology isn’t separate from business strategy anymore — it is the strategy. Whether it’s adopting new wire capabilities, improving fraud detection, or optimizing relationship profitability tools, success hinges on collaboration across disciplines.From Alignment to AdvantageWhen IT and business strategy align, CFIs move faster, communicate better, and serve customers more effectively. Technology becomes less about fixing problems and more about enabling growth.In the end, bridging this gap isn’t just operational housekeeping — it’s competitive strategy. CFIs that connect technology with purpose will find themselves leading, not following, the next wave of community banking innovation.
