<p><strong>尽管与组织满意度有着密切的联系，Info-Tech Research Group 的 IT 人员评估数据显示，首席信息官（CIO）仅将 13% 的时间用于与利益相关者的互动。这种有限的关注使许多 IT 领导者面临错失重要机会的风险，无法将其角色从技术服务提供者转变为战略合作伙伴。来自全球 IT 研究和咨询公司的新见解表明，强大且持续的利益相关者关系对于提升满意度、建立信任以及使 IT 与组织目标保持一致至关重要。该公司最近发布的蓝图《通过加强利益相关者关系提升 IT 满意度》提供了一个实用的四步方法，帮助 IT 领导者在其组织内增强互动、影响力和成果。</strong></p>
<p>, /PRNewswire/ - 随着组织继续在技术上进行大量投资以实现增长和韧性，IT 领导者面临着提供超越运营卓越的更多压力。Info-Tech Research Group 在蓝图《通过加强利益相关者关系提升 IT 满意度》中发布的新研究见解表明，与利益相关者的有效互动并不是一种 “软技能”，而是实现商业目标的关键驱动因素。该公司的研究结果显示，即使有明确的影响证据，许多组织的利益相关者互动仍然发展不足，导致 IT 错失提升其影响力和价值的机会。</p>
<p>继续阅读</p>
<p><img src="https://imageproxy.pbkrs.com/https://www.prnewswire.com/news-releases/null?x-oss-process=image/auto-orient,1/interlace,1/resize,w_1440,h_1440/quality,q_95/format,jpg" alt="" original-src="https://imageproxy.pbkrs.com/https://www.prnewswire.com/news-releases/null"/></p>
<p>Info-Tech Research Group 的《通过加强利益相关者关系提升 IT 满意度》蓝图概述了一种帮助 IT 领导者从被动的利益相关者管理转向结构化、可持续实践的方法。(CNW Group/Info-Tech Research Group)</p>
<p>Info-Tech 的研究强调，利益相关者互动的努力往往是零散的，并且与个别项目相关，使得 IT 领导者缺乏塑造战略决策所需的持续信任和影响力。许多人仅专注于技术交付，假设运营改进会提高满意度，但该公司的研究表明，最显著的收益来自于持续、以人为本的互动。该公司建议将这项工作从偶尔的任务提升为持续的优先事项，可以改变 IT 在整个组织中的角色。</p>
<p><strong>“太多 IT 领导者仍然将利益相关者互动视为可有可无的事情，而实际上这是影响力和满意度最强大的杠杆之一，”</strong> Info-Tech Research Group 的研究总监 Diana MacPherson 表示。<strong>“当 CIO 将建立关系作为一种持续的、有意的纪律时，他们赢得了将技术转化为持久商业价值所需的信任、接触和一致性。决定 IT 资金、影响职业发展并帮助实现任务和目标的，始终是人，而不是技术。利益相关者关系是 IT 领导者真正的影响力货币。”</strong></p>
<p><strong>Info-Tech 加强利益相关者关系的方法论</strong></p>
<p>传统的利益相关者管理往往不够有效，因为它是被动的和项目驱动的，未能解决关系的动态和复杂性。该公司的资源倡导一种有纪律的、持续改进的过程，包括定期重新评估、反思和调整，以保持相关性和信任。</p>
<p><strong>“技术很简单，人很难，”</strong> MacPherson 解释道。<strong>“关注关系使 IT 领导者能够将技术倡议直接与商业优先事项联系起来，确保更高的采用率、信任和价值实现。”</strong></p>
<p>Info-Tech 的《通过加强利益相关者关系提升 IT 满意度》蓝图详细介绍了 IT 领导者如何超越被动、短期的利益相关者管理，转向一种有纪律的、持续改进的过程的实用四步方法。以下框架将使 IT 领导者能够适应关系的动态特性，确保长期的相关性、信任和一致性：</p>
<ol>
<li><strong>确定目标和利益相关者 –</strong> CIO 和 IT 领导团队与组织高管、隐藏影响者和跨职能合作伙伴合作，明确参与目标。然后，他们可以确定现在、接下来和稍后需要接触的对象，以确保 IT 倡议从一开始就与组织优先事项保持一致。</li>
<li><strong>了解利益相关者 –</strong> IT 领导者及其互动团队为每个利益相关者制定详细的档案，揭示优先事项、压力和首选沟通方式。这一见解使他们能够量身定制对话，有效执行请求，并建立对业务最重要的能力。</li>
<li><strong>制定行动计划 –</strong> CIO 的核心团队将利益相关者的见解转化为具有可衡量目标、成功标准和时间表的针对性互动计划。分配责任，并定期审查进展，以保持一致性。</li>
<li><strong>跟踪进展并保持关注 –</strong> CIO 和 IT 领导监测关系健康状况，通过定期反思、脉搏调查和有针对性的后续行动。他们迅速解决问题，强化成功，并保持关系活跃，即使在商业环境变化时。</li>
</ol>
<p>建立和维持强大的利益相关者关系需要持续的关注、适应能力，以及对人而非仅仅是技术的关注。该公司强调，这种关系是信任、影响力的基础，以及将技术倡议直接与商业优先事项联系起来的能力。当这种基础经过时间的培养后，可以为 IT 领导者提供塑造战略结果所需的信誉和接触。</p>
<p>根据麦克法森的说法，<strong>“在实践中，强大的利益相关者关系使 IT 领导者能够将自己定位为解决商业挑战的有价值贡献者。通过利用这种影响力，他们可以确保在早期战略规划会议上占有一席之地，从一开始就确保技术倡议与组织优先事项保持一致。”</strong></p>
<p>通过遵循 Info-Tech 最近发布的资源中概述的结构化方法，首席信息官和 IT 领导者可以超越项目交付，成为值得信赖的顾问和战略合作伙伴，最终提升满意度、影响力和组织成功。</p>
<p>如需获取 Info-Tech 专家的独家及时评论，包括戴安娜·麦克法森的评论，以及访问完整的_通过加强利益相关者关系提升 IT 满意度_蓝图，请联系 [email protected]。</p>
<p><strong>关于 Info-Tech 研究集团</strong></p>
<p>Info-Tech 研究集团是全球领先的研究和咨询公司之一，服务于超过 30,000 名 IT 和人力资源专业人士。该公司提供公正、相关性强的研究，并提供咨询服务，帮助领导者做出战略性、及时且明智的决策。近 30 年来，Info-Tech 与团队紧密合作，提供从可操作工具到分析师指导的所有需求，确保他们为组织交付可衡量的成果。</p>
<p>要了解更多关于 Info-Tech 各部门的信息，请访问 McLean &amp; Company 以获取人力资源研究和咨询服务，以及 SoftwareReviews 以获取软件购买见解。</p>
<p>媒体专业人士可以通过公司的媒体内部人士计划注册，获得对 IT、人力资源和软件研究以及数百名行业分析师的无限制访问。要获得访问权限，请联系 [email protected]。</p>
<p>有关 Info-Tech 研究集团的信息或访问最新研究，请访问 infotech.com，并通过 LinkedIn 和 X 进行连接。</p>
<p>来源：Info-Tech 研究集团</p>
<p><img src="https://imageproxy.pbkrs.com/https://rt.prnewswire.com/rt.gif/query-RGF0ZUlkPTIwMjUwODIyJk5ld3NJdGVtSWQ9VE81NzI4NSZUcmFuc21pc3Npb25fSWQ9MjAyNTA4MjIxMTA2UFJfTkVXU19VU1BSX19fX19UTzU3Mjg1?x-oss-process=image/auto-orient,1/interlace,1/resize,w_1440,h_1440/quality,q_95/format,jpg" alt="" original-src="https://imageproxy.pbkrs.com/https://rt.prnewswire.com/rt.gif/query-RGF0ZUlkPTIwMjUwODIyJk5ld3NJdGVtSWQ9VE81NzI4NSZUcmFuc21pc3Npb25fSWQ9MjAyNTA4MjIxMTA2UFJfTkVXU19VU1BSX19fX19UTzU3Mjg1"/></p>

<p>Info-Tech 研究集团呼吁首席信息官优先考虑利益相关者的参与，目前他们仅花费 13% 的时间来提升组织满意度和影响力。他们的蓝图《通过加强利益相关者关系提升 IT 满意度》概述了 IT 领导者从被动转向主动参与的四个步骤。这包括确定目标、了解利益相关者、制定行动计划和跟踪进展。该公司强调，强有力的关系对于将 IT 与业务目标对齐以及将 IT 的角色从服务提供者转变为战略合作伙伴至关重要</p>

<p><strong>Despite its strong link to organizational satisfaction, data from Info-Tech Research Group's IT Staffing Assessment reveals that CIOs are dedicating only 13% of their time to stakeholder engagement. This limited focus leaves many IT leaders at risk of missing vital opportunities to transform their role from a technology service provider to a strategic partner. New insights from the global IT research and advisory firm show that strong, ongoing stakeholder relationships are essential for boosting satisfaction, building trust, and aligning IT with organizational goals. The firm's recently published blueprint, Elevate IT Satisfaction by Strengthening Stakeholder Relationships, offers a practical four-step approach for IT leaders to enhance engagement, influence, and results within their organizations.</strong></p>
<div class="lb-trans"><p><strong>尽管与组织满意度有着密切的联系，Info-Tech Research Group 的 IT 人员评估数据显示，首席信息官（CIO）仅将 13% 的时间用于与利益相关者的互动。这种有限的关注使许多 IT 领导者面临错失重要机会的风险，无法将其角色从技术服务提供者转变为战略合作伙伴。来自全球 IT 研究和咨询公司的新见解表明，强大且持续的利益相关者关系对于提升满意度、建立信任以及使 IT 与组织目标保持一致至关重要。该公司最近发布的蓝图《通过加强利益相关者关系提升 IT 满意度》提供了一个实用的四步方法，帮助 IT 领导者在其组织内增强互动、影响力和成果。</strong></p>
</div><p>, /PRNewswire/ - As organizations continue to invest heavily in technology for growth and resilience, IT leaders are facing increasing pressure to deliver more than operational excellence. Info-Tech Research Group's newly published research insights in the blueprint, <em>Elevate IT Satisfaction by Strengthening Stakeholder Relationships</em>, shows that effective engagement with stakeholders is not a &#34;soft skill&#34; but a critical driver for achieving business objectives. The firm's findings reveal that even with clear evidence of its impact, stakeholder engagement remains underdeveloped in many organizations, creating missed opportunities for IT to elevate its influence and value.</p>
<div class="lb-trans"><p>, /PRNewswire/ - 随着组织继续在技术上进行大量投资以实现增长和韧性，IT 领导者面临着提供超越运营卓越的更多压力。Info-Tech Research Group 在蓝图《通过加强利益相关者关系提升 IT 满意度》中发布的新研究见解表明，与利益相关者的有效互动并不是一种 “软技能”，而是实现商业目标的关键驱动因素。该公司的研究结果显示，即使有明确的影响证据，许多组织的利益相关者互动仍然发展不足，导致 IT 错失提升其影响力和价值的机会。</p>
</div><p>Continue Reading</p>
<div class="lb-trans"><p>继续阅读</p>
</div><p><img src="https://imageproxy.pbkrs.com/https://www.prnewswire.com/news-releases/null" alt="" original-src="https://www.prnewswire.com/news-releases/null"/></p>
<p>Info-Tech Research Group's &#34;Elevate IT Satisfaction by Strengthening Stakeholder Relationships&#34; blueprint outlines an approach to help IT leaders move from reactive stakeholder management to a structured, sustainable practice. (CNW Group/Info-Tech Research Group)</p>
<div class="lb-trans"><p>Info-Tech Research Group 的《通过加强利益相关者关系提升 IT 满意度》蓝图概述了一种帮助 IT 领导者从被动的利益相关者管理转向结构化、可持续实践的方法。(CNW Group/Info-Tech Research Group)</p>
</div><p>Info-Tech's research highlights that stakeholder engagement efforts often remain sporadic and tied to individual projects, leaving IT leaders without the sustained trust and influence needed to shape strategic decisions. Many focus on technology delivery alone, assuming operational improvements will raise satisfaction, yet the firm's research shows the most substantial gains come from consistent, people-focused engagement. The firm advises that elevating this work from an occasional task to an ongoing priority can transform IT's role across the organization.</p>
<div class="lb-trans"><p>Info-Tech 的研究强调，利益相关者互动的努力往往是零散的，并且与个别项目相关，使得 IT 领导者缺乏塑造战略决策所需的持续信任和影响力。许多人仅专注于技术交付，假设运营改进会提高满意度，但该公司的研究表明，最显著的收益来自于持续、以人为本的互动。该公司建议将这项工作从偶尔的任务提升为持续的优先事项，可以改变 IT 在整个组织中的角色。</p>
</div><p><strong>&#34;Too many IT leaders still treat stakeholder engagement as a nice-to-have, when in reality it's one of the most powerful levers for influence and satisfaction,&#34;</strong> says Diana MacPherson, research director at Info-Tech Research Group. <strong>&#34;When CIOs make relationship-building a continuous, intentional discipline, they earn the trust, access, and alignment needed to turn technology into lasting business value. It's people, not technology, who decide how IT is funded, influence your career progression, and help deliver on mandates and objectives. Stakeholder relationships are the true currency of influence for IT leaders.&#34;</strong></p>
<div class="lb-trans"><p><strong>“太多 IT 领导者仍然将利益相关者互动视为可有可无的事情，而实际上这是影响力和满意度最强大的杠杆之一，”</strong> Info-Tech Research Group 的研究总监 Diana MacPherson 表示。<strong>“当 CIO 将建立关系作为一种持续的、有意的纪律时，他们赢得了将技术转化为持久商业价值所需的信任、接触和一致性。决定 IT 资金、影响职业发展并帮助实现任务和目标的，始终是人，而不是技术。利益相关者关系是 IT 领导者真正的影响力货币。”</strong></p>
</div><p><strong>Info-Tech's Methodology for Strengthening Stakeholder Relationships</strong></p>
<div class="lb-trans"><p><strong>Info-Tech 加强利益相关者关系的方法论</strong></p>
</div><p>Traditional stakeholder management often falls short because it is reactive and project-based, failing to address the dynamic and complex nature of relationships. The firm's resource advocates for a disciplined, continuous improvement process that includes regular re-evaluation, reflection, and adjustment to remain relevant and trusted over time.</p>
<div class="lb-trans"><p>传统的利益相关者管理往往不够有效，因为它是被动的和项目驱动的，未能解决关系的动态和复杂性。该公司的资源倡导一种有纪律的、持续改进的过程，包括定期重新评估、反思和调整，以保持相关性和信任。</p>
</div><p><strong>&#34;Technology is easy. People are hard,&#34;</strong> explains MacPherson. <strong>&#34;Focusing on relationships enables IT leaders to connect technology initiatives directly to business priorities, ensuring greater adoption, trust, and value realization.&#34;</strong></p>
<div class="lb-trans"><p><strong>“技术很简单，人很难，”</strong> MacPherson 解释道。<strong>“关注关系使 IT 领导者能够将技术倡议直接与商业优先事项联系起来，确保更高的采用率、信任和价值实现。”</strong></p>
</div><p>Info-Tech's <em>Elevate IT Satisfaction by Strengthening Stakeholder Relationships</em> blueprint details a practical four-step approach for IT leaders to move beyond reactive, short-term stakeholder management toward a disciplined, continuous improvement process. The following framework will allow IT leaders to adapt to the dynamic nature of relationships, ensuring relevance, trust, and alignment over time:</p>
<div class="lb-trans"><p>Info-Tech 的《通过加强利益相关者关系提升 IT 满意度》蓝图详细介绍了 IT 领导者如何超越被动、短期的利益相关者管理，转向一种有纪律的、持续改进的过程的实用四步方法。以下框架将使 IT 领导者能够适应关系的动态特性，确保长期的相关性、信任和一致性：</p>
</div><ol>
<li><strong>Identify Goals and Stakeholders –</strong> The CIO and IT leadership team work to define clear engagement objectives in collaboration with organizational executives, hidden influencers, and cross-functional partners. They can then determine who to engage now, next, and later to ensure IT initiatives align with organizational priorities from the outset.</li>
<li><strong>Understand Stakeholders –</strong> IT leaders and their engagement teams develop detailed profiles for each stakeholder, uncovering priorities, pressures, and preferred communication styles. This insight enables them to tailor conversations, execute requests effectively, and build capabilities that matter most to the business.</li>
<li><strong>Build an Action Plan –</strong> The CIO's core team translates stakeholder insights into targeted engagement plans with measurable objectives, success criteria, and timelines. Responsibilities are assigned, and progress is reviewed regularly to maintain alignment.</li>
<li><strong>Track Progress and Maintain Focus –</strong> CIOs and IT leadership monitor relationship health through regular reflection, pulse surveys, and targeted follow-ups. They address concerns quickly, reinforce wins, and keep relationships active even as business conditions evolve.</li>
</ol>
<div class="lb-trans"><ol>
<li><strong>确定目标和利益相关者 –</strong> CIO 和 IT 领导团队与组织高管、隐藏影响者和跨职能合作伙伴合作，明确参与目标。然后，他们可以确定现在、接下来和稍后需要接触的对象，以确保 IT 倡议从一开始就与组织优先事项保持一致。</li>
<li><strong>了解利益相关者 –</strong> IT 领导者及其互动团队为每个利益相关者制定详细的档案，揭示优先事项、压力和首选沟通方式。这一见解使他们能够量身定制对话，有效执行请求，并建立对业务最重要的能力。</li>
<li><strong>制定行动计划 –</strong> CIO 的核心团队将利益相关者的见解转化为具有可衡量目标、成功标准和时间表的针对性互动计划。分配责任，并定期审查进展，以保持一致性。</li>
<li><strong>跟踪进展并保持关注 –</strong> CIO 和 IT 领导监测关系健康状况，通过定期反思、脉搏调查和有针对性的后续行动。他们迅速解决问题，强化成功，并保持关系活跃，即使在商业环境变化时。</li>
</ol>
</div><p>Building and sustaining strong stakeholder relationships requires consistent attention, adaptability, and a focus on people rather than technology alone. The firm emphasizes that such relationships are the foundation for trust, influence, and the ability to connect technology initiatives directly to business priorities. When cultivated over time, this foundation can give IT leaders the credibility and access needed to shape strategic outcomes.</p>
<div class="lb-trans"><p>建立和维持强大的利益相关者关系需要持续的关注、适应能力，以及对人而非仅仅是技术的关注。该公司强调，这种关系是信任、影响力的基础，以及将技术倡议直接与商业优先事项联系起来的能力。当这种基础经过时间的培养后，可以为 IT 领导者提供塑造战略结果所需的信誉和接触。</p>
</div><p>According to MacPherson, <strong>&#34;In practice, strong stakeholder relationships empower IT leaders to position themselves as valued contributors to solving business challenges. By leveraging this influence, they can secure their seat at early strategic planning sessions, ensuring technology initiatives align with organizational priorities from the outset.&#34;</strong></p>
<div class="lb-trans"><p>根据麦克法森的说法，<strong>“在实践中，强大的利益相关者关系使 IT 领导者能够将自己定位为解决商业挑战的有价值贡献者。通过利用这种影响力，他们可以确保在早期战略规划会议上占有一席之地，从一开始就确保技术倡议与组织优先事项保持一致。”</strong></p>
</div><p>By following Info-Tech's structured approach outlined in its recently published resource, CIOs and IT leaders can move beyond delivering projects to becoming trusted advisors and strategic partners, ultimately boosting satisfaction, influence, and organizational success.</p>
<div class="lb-trans"><p>通过遵循 Info-Tech 最近发布的资源中概述的结构化方法，首席信息官和 IT 领导者可以超越项目交付，成为值得信赖的顾问和战略合作伙伴，最终提升满意度、影响力和组织成功。</p>
</div><p>For exclusive and timely commentary from Info-Tech's experts, including Diana MacPherson, and access to the complete <em>Elevate IT Satisfaction by Strengthening Stakeholder Relationships</em> blueprint, please contact [email protected].</p>
<div class="lb-trans"><p>如需获取 Info-Tech 专家的独家及时评论，包括戴安娜·麦克法森的评论，以及访问完整的_通过加强利益相关者关系提升 IT 满意度_蓝图，请联系 [email protected]。</p>
</div><p><strong>About Info-Tech Research Group</strong></p>
<div class="lb-trans"><p><strong>关于 Info-Tech 研究集团</strong></p>
</div><p>Info-Tech Research Group is one of the world's leading research and advisory firms, serving over 30,000 IT and HR professionals. The company produces unbiased, highly relevant research and provides advisory services to help leaders make strategic, timely, and well-informed decisions. For nearly 30 years, Info-Tech has partnered closely with teams to provide them with everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.</p>
<div class="lb-trans"><p>Info-Tech 研究集团是全球领先的研究和咨询公司之一，服务于超过 30,000 名 IT 和人力资源专业人士。该公司提供公正、相关性强的研究，并提供咨询服务，帮助领导者做出战略性、及时且明智的决策。近 30 年来，Info-Tech 与团队紧密合作，提供从可操作工具到分析师指导的所有需求，确保他们为组织交付可衡量的成果。</p>
</div><p>To learn more about Info-Tech's divisions, visit McLean &amp; Company for HR research and advisory services, and SoftwareReviews for software buying insights.</p>
<div class="lb-trans"><p>要了解更多关于 Info-Tech 各部门的信息，请访问 McLean &amp; Company 以获取人力资源研究和咨询服务，以及 SoftwareReviews 以获取软件购买见解。</p>
</div><p>Media professionals can register for unrestricted access to research across IT, HR, and software, and hundreds of industry analysts through the firm's Media Insiders program. To gain access, contact [email protected].</p>
<div class="lb-trans"><p>媒体专业人士可以通过公司的媒体内部人士计划注册，获得对 IT、人力资源和软件研究以及数百名行业分析师的无限制访问。要获得访问权限，请联系 [email protected]。</p>
</div><p>For information about Info-Tech Research Group or to access the latest research, visit infotech.com and connect via LinkedIn and X.</p>
<div class="lb-trans"><p>有关 Info-Tech 研究集团的信息或访问最新研究，请访问 infotech.com，并通过 LinkedIn 和 X 进行连接。</p>
</div><p>SOURCE Info-Tech Research Group</p>
<div class="lb-trans"><p>来源：Info-Tech 研究集团</p>
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信息技术研究集团建议首席信息官应优先考虑与利益相关者的互动，以增强影响力和实现目标一致