Veja como simplificar o jargão técnico para partes interessadas não técnicas na Estratégia de TI.

Always explain it at first use. A simple 2 liner on what it is , where is it applicable and what are the benefits helps establish the context. This can be elaborated with appropriate relevance as needed

Knowing the audience is a key aspect to be kept in mind so that the analogy can be tailored to fit the use case, its interest as well as impact. Identifying the and defining the technical innovation by focusing on what problem or improvement it addresses will be the key. Ensuring that the analogy is simple enough to be easily understood but not so simple that it becomes a misleading information will be the key in all business scenarios. The most important, go with an open mind to answer the questions and provide further explanations if parts of the analogy are not clear to the audience.

When I am in a meeting with non technical people I always try to use analogies and simplify the technical stuff to let them have a better understanding of how the technology will helps to solve the current problem, I explain the principal features of the technology and in special I focus in the benefits of using this technology always comparing the AS-IS state and the TO-BE state.

The context of technology and the impact it has to any client, should be discussed in terms of impact to their business and avoidance of using jargon, should be first step of training for anyone working in the tech field.

1. Know Your Audience: Assess the technical knowledge, identify their interests, understand their background and plan accordingly. 2. Keep it simple and avoid Technical Jargons: Use every day terminologies that your audience can relate to; avoid abbreviations. 3. Representation: Use diagrams, slides, and graphs to visually represent technical concepts with minimal text. 4. Examples: Use real-life examples. Explain the current situation, the challenges, the proposed solution, and the expected outcome. 5. Q&A Sessions / Workshops: Hold question-and-answer sessions to address any queries or concerns. Conduct Workshops / Demos. 6. Communication, Meetings and Regular updates: Share Executive Summary, highlight key points, high-level details.

Use Analogies. Another way to simplify technical jargon for non-technical stakeholders is to use analogies that relate IT concepts to familiar scenarios or objects. For example, you can compare cloud computing to renting a storage unit instead of buying a house. You can explain that cloud computing allows you to access your data and applications from anywhere, pay only for what you use, and scale up or down as needed. Analogies can help stakeholders visualize IT strategies and understand their benefits and challenges. However, be careful not to overuse or misuse analogies, as they can also create confusion or misinterpretation if they are too vague or inaccurate.

In simplifying IT jargon, consider using analogies that relate directly to stakeholders' daily experiences or business roles. For instance, compare 'cloud computing' to using a utility service; you pay for it as you use it, without owning the infrastructure. This method makes complex concepts more relatable and easier to grasp, enabling stakeholders to see the practical benefits and relevance to their operations.

In meiner Tätigkeit als Dozent helfen die folgenden Begriffe den Studenten, ein besseres Verständnis zu erlangen. - Cloud -> Online Dienste - API (Application Programming Interface) -> Schnittstelle für Software-Programme - Firewall -> Schutzmauer von Aussen - Inhouse -> bei mir vor Ort - Housing -> Hausieren - Hardware beim Provider installieren - Hosting -> alles über den Provider beziehen

Have a complete understanding of the subject matter in order to be able to explain using business oriented language, along with benefits and outcomes.

I don't know about simplifying IT terms... but I appreciate that we, as a society, are developing two ways of expressing ourselves: - the human way. With spellcheck errors, not really the perfectly fitting synonyms etc. - and the A.I. way. Abusing words/expressions like "crucial", "bogged down", "broader IT view" etc. I guess there are multiple levels of polishing the A.I. output and I become alergic to this one. Too much "crucial" for me. Sorry for ranting off topic. But if A.I. is allowed to hallucinate, so should I. (BTW: LLM is not A.I. at all :))))

Focus on the benefits and outcomes of IT strategies in ways that are tangible - what is the outcome for the end user, or downstream systems. How does life get better as a result? For instance, rather than explaining the technicalities of data encryption, emphasize its role in securing information from unauthorized access, thereby safeguarding the company's assets and reputation, and obtaining, maintaining or simplifying compliance. Does this prevent you or your client being on the next news reel?

When describing IT strategy, place more emphasis on the observable benefits and results than the technical procedures. Emphasize how the suggested fixes will increase production, lower expenses, strengthen security, or improve efficiency. For instance, concentrate on how a new CRM system would enhance client connections and possibly boost sales rather than going into depth about its features. When feasible, quantify the benefits: "This upgrade could save us 20 hours of work per week." Making technological solutions relevant and interesting for non-technical stakeholders means framing them in terms of business impact.

To further simplify technical jargon, utilize analogies related to everyday experiences. For instance, compare cloud computing to using utility services; just as you pay for electricity as you use it, cloud services offer scalable IT resources on demand. This approach helps non-technical stakeholders visualize IT concepts and understand their practical benefits in a relatable manner.

An IT strategy should always explain how it supports business outcomes in non-technical language. I recommend the Amazon-style reverse press release method where you write a fictional press release announcing future results. E.g. ACME announced a significant reduction in customer churn, crediting its advanced data analytics implementation within its CRM system. The upgrade, completed in Q3 2024, led to a 20% decrease in customer attrition over six months. "By leveraging real-time data analysis, we've transformed our ability to understand and respond to customer needs," said Jane Doe, Chief Customer Officer at ACME. "This insight allows us to provide personalised experiences and address potential issues before customer departure."

All stakeholders want to know "what's in it for them". This is true of the CFO wanting to see a financial ROI from the project as well as for an end-user needing to know what they will get in return for the change that they will need to endure. Express the benefits for each of your stakeholder groups and you will get their support.

A successful IT strategy is very likely to require users, their cooperation and support, and their successful usage of the tool. By giving them a new system, you’re asking that as users to change the way that they’re working. They may not. Wish to do this. They may not want to help. Encourage stakeholders to ask questions, listen and give considered responses, and you will bring people with you on the journey.

Establish a transparent, accepting atmosphere where interested parties can express questions without fear of repercussions. Make sure they know that there are no "stupid questions" when it comes to learning difficult IT subjects. Prepare succinct, unambiguous responses to frequently asked questions in advance. If there are queries that need more in-depth answers, think about creating a "parking lot" so you may handle all of the issues without taking the conversation off course. Pay attention to the questions you were asked; they will often point out areas in which your explanation needs improvement. Recall that inquiries are chances to make sure that everyone is aware of the IT plan

Use pauses in at key moments, for instance after explaining something particularly complex, to give your audience the opportunity to digest the information and think on whether they understand what you're saying or that they have questions about it. Scan the room, ask if there are questions, maybe also suggest a question yourself to lower the threshold for others. For instance a question you received with a different audience on the same topic. Send information upfront so that people can read up on the subject to prepare, and so that they already know which areas they want more information / explanation on. Also send information afterwards as a recap and as a reference. And to provide your audience the opportunity to deep dive

What I have found helpful while interacting with non IT stakeholders is using business terms in the place of technical terms help them relate directly to the business they deal with. Where it's absolutely needed use analogy to help them understand what you are trying to explain. Keep close contact with them so as to provide them confidence in you.

When you explain, you learn more, then it is so important to receive feedback about your explanation, because this is crucial to encourge questions, to improve your speech

To provide context it's crucial to understand the organization. What is the underlying ask, what are the business strategy, mission, vision and purpose. What are the goals of this particular project or program? How do they affect the IT strategy? Only if you know what the business is after can you explain the importance and impact of IT strategy in terms that your stakeholders not only understand, but also care about. IT is not a goal in itself, it's a facilitator, an enabler, a means to an end. IT strategy and architecture are the why and how behind that IT. To provide context one must understand how these things affect the business.

Obviously, we avoid all technical details and move towards a business presentation. Clear answers to questions like: what are we going to solve? why? what are the alternatives? what is our recommendation? among others. However, it may be necessary to take a step back for proper context, for example, by providing a very basic explanation of how something works or why a particular demand is so complex. The skill of an IT executive lies in presenting a demand in the simplest and most business-oriented way possible, knowing exactly when to dive into the details.

Providing context is probably the most important of the steps involved. A description of the situational background, topics in the area that solve the said problems and the approach helps having a meaningful conversation

Providing context is crucial when explaining technical concepts, not only to non-technical stakeholders but also to technical audiences. Context helps all parties understand the specific use and relevance of a term within a particular scenario. For instance, the term 'pipeline' in IT could refer to different concepts depending on the context. In software development, a 'pipeline' often describes automated processes for software deployment. In data science, however, it refers to the sequence of data processing steps. Without specifying the context, the term could lead to confusion, even among technical professionals.

Les diagrammes et infographies bien conçus peuvent être une aide importante pour appuyer un discours technique. C'est notamment le cas pour les processus complexes. Mais une aide visuelle mal conçue peut aussi embrouiller le discours. Attention à bien respecter les règles d'accessibilité pour favoriser une bonne diffusion du contenu dans des conditions suboptimales (projecteur de faible qualité, visio sur petite écran, forte luminosité etc) et auprès de publics aux facultés visuelles altérées

Visuals are a strong way to communicate. They can make people feel, think, and imagine. They use different parts of our brain and can be understood by people who speak different languages, making them great for global communication. When used well, visuals help people remember and understand messages better. This benefits both the person creating the visual and the audience.

When describing IT strategy, place more emphasis on the observable benefits and results than the technical procedures. Emphasize how the suggested fixes will increase production, lower expenses, strengthen security, or improve efficiency. For instance, concentrate on how a new CRM system would enhance client connections and possibly boost sales rather than going into depth about its features. When feasible, quantify the benefits: "This upgrade could save us 20 hours of work per week." Making technological solutions relevant and interesting for non-technical stakeholders means framing them in terms of business impact.

Visual aids like charts, graphs, and diagrams help convey complex concepts. Simplifying complex data and processes through visual means ensure that technical contributions are accessible and appreciated by a broader audience.

Consider the varying levels of technical knowledge among your stakeholders. Tailor your communication to match their understanding. Additionally, think about using follow-up materials, such as summaries or glossaries, which can help reinforce the information shared and provide a reference for later use.

When trying to explain IT technical jargon to non-technical persons, it is important to first understand who your audience is. Take the time to assess their background, their role in their industry, and their level of technical knowledge. By framing the information in terms that are meaningful to them, you can make the topic more relatable and easier to understand. In summary, taking the time to assess your audience and understand their perspective is key to converting IT technical jargon into language that is accessible and valuable to non-technical people. By doing so, you can ensure that your message is effectively communicated and understood by all.

Translate into Business-Friendly Language To make IT stratgy concepts accessible, you may consider translating the technical jargon into business-friendly language. First, you identify the core message or concept behind the technical terms. Then, you use analogies and examples from the respective company's business world to explain these concepts making sure they align with the stakeholders knowledge and experience. This approach makes the technical information accessible and easier to understand.