Let your process define your tools – If there are no standard, documented processes for what your organization does, then it’s difficult to judge whether one app will help you work more effectively than another. Departments should take time to define and document critical processes in a technology-agnostic way, then enlist IT as a partner in finding the best tools for the job.

Don’t leave it to performers to solve their own tech problems – Individuals and teams rarely adopt shadow IT for fun: rather, they are motivated by real or perceived shortcomings in the organization’s approved tools.  IT must recognize that business needs are too complex and varied for one provider (Microsoft, Oracle, SAP) to satisfy them all, and work with colleagues to proactively find and evaluate new productivity tools in anticipation of demand.       

Don’t leave it to IT to say “no” – Adopt a suggestion and review process where managers can make the business case for new tools – perhaps an annual, biannual or quarterly meeting where new software requests are reviewed by a panel that includes, but is not limited to, IT.

Make sure your strategic decision-makers have at least basic technical literacy – Tech is too important to organizations these days for leaders to be ignorant about the platforms being used.  While we’re not saying to make your CIO the CEO, the CEO should at least be able to intelligently discuss technology and its uses with your IT heads.

Don’t punish teams that are caught using Shadow IT – Instead, invite them to have a candid discussion of where the existing technology stack is falling short, and why they felt the need to go rogue.  They might offer helpful process improvements or make a case for embracing a new platform. And even if the organization decides to shut down the shadow platform, having an open and honest discussion can smooth the transition and give IT the opportunity to find ways to meet the underlying need within the approved technology stack.