In a previous post, we explored what a compelling vision presentation looks like—and how it positions you for influence at the executive level. Now let’s turn to what is arguably the most frequently used tool in your leadership arsenal: the IT strategy presentation.

This presentation plays a crucial role in shaping perception, securing investment, and clarifying direction—not just for the IT team, but for the entire business. And yet, it’s one of the most misunderstood and underutilized tools in IT leadership.

The Problem: What Most IT Leaders Call “Strategy” Isn’t Strategic

Let’s be candid. Many IT leaders struggle to articulate a coherent IT strategy. What often passes as “strategy” is little more than a list of projects and a budget spreadsheet. While these are operationally important, they’re insufficient as a strategic narrative.

A strong IT strategy presentation must go beyond tactical updates. It should:

• Demonstrate your leadership of the full technology landscape,
• Show alignment with enterprise direction, and
• Position IT as an integrated partner in value creation—not just a utility provider.

Influential IT leaders consistently focus on three strategic pillars in their presentations:

1. Mandate and Scope of Services
2. IT Organization and Service Delivery Model
3. IT Investment Portfolio

Let’s unpack why each is essential—and how to present it with credibility and clarity.

1. Mandate and Scope of Services: Clarifying “What We Do and Why”

Every business leader wants to know:

• “What does IT do for me?”
• “When should I come to IT, and when shouldn’t I?”
• “How do we coordinate across IT, shared services, and other tech providers?”

As an IT leader, clearly communicating your team’s mandate and scope is more critical now than ever before.

Why? Because the technology environment is increasingly fragmented:

• Central IT competes with decentralized or embedded tech teams,
• External vendors provide core services,
• Business units spin up shadow IT efforts with low-code platforms or SaaS tools.

A credible strategy presentation defines the lanes, clarifies accountabilities, and reduces ambiguity. It helps your stakeholders understand how to engage—and builds trust in your leadership.

2. The IT Organization and Service Delivery Model: Aligning with the Business Operating Model

Too often, IT leaders focus on project alignment: “This system maps to this business goal.” That’s useful—but not sufficient for strategic elevation.

What matters more is organizational alignment.

Ask: Is your IT delivery model a structural match for the way your company actually runs?

For example:

• A diversified, decentralized business model won’t thrive with a rigidly centralized IT org.
• A company built on speed and agility will suffer under a process-heavy, control-oriented IT function.

Influential IT leaders mirror the business model, not fight it. When asked “How are IT services aligned to our business?” their answer resonates—because it reflects the reality their business peers live every day.

3. The IT Investment Portfolio: Explaining Tradeoffs and Strategic Intent

Your strategy must also address the IT investment portfolio at a level that executives can absorb and act on.

Rather than detailing individual project spend, present the big picture view:

• What percentage of investment goes to infrastructure vs. innovation?
• How are shared platforms funded?
• What compromises are being made—delays, outsourcing, upgrades—based on capacity and budget constraints?

This birds-eye perspective shifts the narrative from “why isn’t my project done?” to “what tradeoffs are we making, and are they aligned with our priorities?”

By tying investments to business outcomes and strategic direction, you elevate your role from project owner to portfolio strategist.

The Bottom Line: Shift from Deliverables to Dialogue

Too many IT strategy decks are bogged down in jargon, boilerplate vision statements, and exhaustive project catalogs. Strip those away.

Instead, focus on:

• What your business partners are actually asking
• How your structure mirrors theirs
• Where the company is investing—and why

If you can consistently speak to those points, you’ll no longer be just “the IT leader.” You’ll be seen as a true business peer.

Coming up next: The Business Presentation—how IT leaders can effectively present to non-technical executives and boards. Stay tuned.