When organizations think about technology, they often view it as a back-office function, ensuring that systems run smoothly, emails are delivered, and firewalls remain intact. However, technology’s role is much broader and more impactful. In a recent episode of The Strategy Gap, Tonjia Coverdale, Senior Vice President and Chief Strategy Officer for Operations and Technology at Associated Bank, shared her insights on how technology can be leveraged as a strategic partner to drive business growth. Here are the key takeaways from her thought-provoking conversation.
Rethinking Technology: From Cost Center to Strategic Enabler
For many organizations, technology is still viewed as a cost center—necessary but not central to driving the business forward. Tonjia Coverdale challenges this outdated perspective, urging leaders to reframe how they think about technology. “Ask yourselves,” she says, “if we took out all the technology today, would you be able to run your business?” For most companies, the answer is a resounding no.
This realization underscores the importance of treating technology as an enabler rather than just an operational necessity. “We’re at a point in time where we need to take a strategic focus,” Coverdale explains. “Lines of business need to understand what technology can do and how they can leverage it to grow exponentially.” By aligning technology strategies with organizational goals, companies can unlock new opportunities for innovation and efficiency.
Celebrating Wins and Speaking the Language of Business
One of the most critical steps in positioning technology as a strategic partner is demonstrating its value in terms that resonate with business leaders. Coverdale emphasizes the importance of translating technical achievements into metrics that matter to non-technical stakeholders.
“How do we celebrate wins?” she asks. “Being able to really put value to your technology, whether it’s in revenue optimization or cost minimization.” For instance, successfully onboarding a higher percentage of customers through a digital interface isn’t just a technical achievement; it’s a business win that supports customer acquisition goals. Similarly, addressing technical debt through strategic initiatives like consolidating architectures or implementing preferred platforms can result in significant cost savings, which are directly measurable and impactful.
Speaking the language of business is key. Coverdale advises technologists to avoid focusing on uptime, runtime, or other operational metrics that only technologists care about. Instead, “Translate what we’re doing into things that they find valuable and can measure,” she says. This approach not only helps secure buy-in from leadership but also fosters a culture where technology is seen as integral to business success.
Aligning Technology Strategy with Business Goals
A recurring theme in the discussion was the need for alignment between technology and business strategies. Too often, technology operates in a silo, disconnected from the broader organizational goals. Coverdale advocates for integrating technology as a core component of the strategic planning process.
“If the pillar is your traditional people, process, and technology, then technology should have the same pillars,” she explains. “How can we focus on our people? That might be in a data-driven organization, helping to educate and upskill in data literacy so that businesses can use the tools more effectively.”
Strategic alignment involves reframing technology as a partner that enables the organization to achieve its goals. “How can we use our tools to help the businesses reach what they are going to do?” Coverdale asks. By cascading the technology strategy directly from the CEO’s vision, technology becomes a driving force behind innovation and growth rather than an afterthought.
The Power of Collaboration and Communication
Effective collaboration between technologists and business leaders is essential to bridge the gap between strategy and execution. However, this collaboration requires a shift in mindset for many technologists.
Coverdale highlights the importance of framing conversations in a way that fosters partnership. “What can we do?” she says, emphasizing the need to focus on possibilities rather than limitations. Instead of shutting down ideas with a simple “no,” technologists should present alternatives that align with business objectives.
“If somebody came up to you and said, ‘I’ve got something that is going to make your life easier,’ you’re not going to say, ‘No, thank you,’” Coverdale points out. This mindset opens the door to meaningful conversations that align technical capabilities with business needs. “Show your expertise and say, ‘I hear you. Here’s what we can do.’”
Soft skills, such as active listening and effective communication, are critical for technologists who want to be seen as strategic partners. By framing technical recommendations in terms of business goals, technologists can build trust and credibility with their counterparts in the C-suite.
The Future of Technology Leadership
As technology becomes increasingly embedded in every aspect of business, the role of technology leaders is evolving. Coverdale reflects on the generational shifts that are shaping how technology is perceived in the workplace.
“If you had executives who started their careers in the last eight to ten years, they get it because they don’t know a difference,” she says. This new generation of leaders grew up in an environment where technology was always integral to business, making them more likely to see its strategic value.
For current technology leaders, adapting to this shift requires continuous learning and a willingness to pivot. “Stay curious and keep going,” Coverdale advises. Her own career path, which spans industries and roles, is a testament to the value of embracing change and seeking out new opportunities to learn.
Conclusion: Bridging the Strategy Gap
Technology is no longer just a support function; it is a strategic enabler that drives business growth and innovation. By aligning technology strategies with organizational goals, celebrating wins in meaningful ways, and fostering collaboration between technologists and business leaders, organizations can unlock the full potential of their technological investments.
Tonjia Coverdale’s insights remind us that bridging the gap between technology and strategy requires more than technical expertise. It requires communication, alignment, and a shared vision for success. As she puts it, “Keep strategizing.”
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