Equilibrar receita imediata e inovação de longo prazo em TI exige visão estratégica e ação prática. Minha abordagem foca em analisar o portfólio para balancear projetos de ganho rápido e iniciativas disruptivas, promovendo uma cultura de inovação com espaço para pesquisa e desenvolvimento. Com metodologias ágeis, entregamos valor contínuo, validando ideias rapidamente e minimizando riscos. Além disso, mantenho o alinhamento com os objetivos do negócio, garantindo que TI seja tanto um suporte operacional quanto um motor de transformação e crescimento.

O portfólio precisa estar alinhado ao planejamento estratégico (e metas) e ter ciclos menores para comportar as mudanças de mercado.

It's a tricky situation, as many decisions depend on this balance. If an IT manager were to decide without input from those on the business front, I would suggest the following approach: -Adopt agile methodologies for flexibility. -Prioritize projects with both immediate returns and future potential, with the method above. -Allocate resources proportionally to support both goals. -Involve the endomarketing team to foster a culture of innovation alongside efficiency. -Ensure the team isn't overloaded, and finances are managed wisely. -Stay connected with market demands and urgencies. I belive it takes time too, but we should get there for sure :)

Balancing immediate revenue with long-term innovation in IT requires a strategic approach. Focus on projects that deliver quick wins while investing in research and development for future growth. Prioritize flexible solutions that can adapt to market changes and continuously evaluate your strategy to ensure alignment with both short-term and long-term goals. This dual approach not only secures current profitability but also positions your business for sustainable success.

Na minha opinião, a melhor forma de encontrar o equilíbrio é fazer uma abordagem ágil priorizando aquilo que trouxer maior valor. Uma abordagem nestas condições bem conduzida é capaz de conquistar o cliente e dar a ele o elemento fundamental para persuadir e conquistar o cliente de forma rápida e assertiva. Muitos projetos cujos caminhos e resultados ainda são desconhecidos têm sido desenvolvidos e agradado aos clientes através das abordagens ágeis.

Adotar metodologias ágeis para flexibilidade.Metodologias ágeis, entregamos valor contínuo, validando ideias rapidamente e minimizando riscos.

Balancing IT and business priorities is no easy task, as many decisions hinge on finding the right equilibrium. If an IT manager must decide independently, I’d recommend the following steps: Embrace agile practices to maintain flexibility. Focus on projects that deliver quick wins while aligning with long-term goals. Distribute resources thoughtfully to address both priorities. Collaborate with the endomarketing team to encourage innovation and efficiency. Prevent team burnout by managing workloads and budgets wisely. Stay tuned to market trends and immediate needs. It’s a gradual process, but with persistence and strategy, success is within reach.

Balancing quick revenue with long-term innovation requires aligning actions with strategic goals. Prioritize initiatives that deliver immediate returns while laying the groundwork for future growth. For example, invest in scalable, modular IT solutions that address current needs but can evolve with innovation. Engage stakeholders to assess the risks and benefits of short-term gains versus long-term impact. Use data to justify decisions and allocate resources strategically—dedicating a portion to innovation-focused projects. Regularly revisit priorities to ensure alignment with market demands and organizational vision. Balance is achieved through foresight and adaptability. #ITLeadership #Innovation #StrategicPlanning #BusinessGrowth