Strategic IT Planning
WSCPA Business & Industry Conference
May, 2007
Peter J. Henley, CPA – peterhenley@clarknuber.com
htt...
Superior information
technology will accelerate the
accomplishment of your
company’s vision and mission.

May, 2007

© 200...
The Strategic IT Plan
must be integrated with the
Strategic Business Plan

May, 2007

© 2007 Clark Nuber. All rights reser...
Strategic Planning
•

•
•

May, 2007

Our vision, mission, and values
determine what is most important to
us.
Knowing what...
The Big Picture
• Core Values – Who we are.
• Vision & Mission – What we want to do.
• Strategy – How and when we’ll accom...
Agenda
•
•
•
•
•

May, 2007

The case for IT as an accelerator
Technology Plan integration
Developing a strategy
Carrying ...
A Strategic Asset not a Cost!
•
•
•
•

Empower employees
Touch clients
Streamline operations
“Higher IT capability directl...
Technology Mission Statement
• To maintain a fast and stable
infrastructure, maximize the professional
hour, and touch our...
Some basic tenets:
1. Fast and stable infrastructure is the foundation of technology success.
Easily supported
Well docume...
Assessment Questions
•
•
•
•
•
•
•
•
•

May, 2007

Does our technology support our strategic business plan?
Are we spendin...
Business Accelerator
• Business functions
–
–
–
–

May, 2007

Customer relationships and support
Product and Service devel...
Business Accelerator
• Employee empowerment
–
–
–
–

May, 2007

Search internal and external
Anytime, anywhere access
Coll...
Business Accelerator
• Homogeneous platforms
–
–
–
–

Computers
Infrastructure
Operating systems
Applications

• IT govern...
Business Strategic Plan
•
•
•
•
•
•
•

May, 2007

Increase productivity
Decrease write downs
New product or service
Expans...
Clark Nuber Strategic Map*
Core Values

People

Establish
Key Values
In the
Culture
Client Service
Honesty & Integrity
Tea...
IT Leadership
•
•
•
•
•

May, 2007

Not governance!
Trusted
Creative
Business savvy
Part of the executive team

© 2007 Cla...
Leadership Integration
•
•
•
•

May, 2007

Understand the business
Think the way non technical people do
Speak the busines...
Measurement
• Revenue per full time employee
• Amount invested per FTE
• % of net revenue annual investment

May, 2007

© ...
Strategic Objective Example*
•
•
•
•
•

May, 2007

Initiative
Tasks
Team Members
Measurement
Due Date

© 2007 Clark Nuber....
The Translation to Results*
Strategic Business Plan
Technology Plan
Technology purchasing schedule
Implementation
Trai...
“Your Tech Spending is my Margin!”
• Yes, technology takes a slice of the pie,
but it also increases the size of the pie.
...
“I’m Not the CIO!”
•
•
•
•
•

May, 2007

Applications
Policies
Workflow
Macros
Buttons

© 2007 Clark Nuber. All rights res...
Default Strategic Plan
What if my strategic business plan is
simply to keep costs in check and
grow by five percent per ye...
Everyone’s Strategic Plan
•
•
•
•

May, 2007

Happy clients and customers
Effective processes
Motivated employees
Satisfie...
May, 2007

© 2007 Clark Nuber. All rights reserved.
Questions
Thank you
Peterhenley@clarknuber.com

May, 2007

© 2007 Clark Nuber. All rights reserved.
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Strategic IT Planning

  1. 1. Strategic IT Planning WSCPA Business & Industry Conference May, 2007 Peter J. Henley, CPA – peterhenley@clarknuber.com https://ts2.clarknuber.com/pres Username: presentation Password: presentation Our Mission is simple — to help our clients achieve their business and personal financial goals. © 2007 Clark Nuber. All rights reserved.
  2. 2. Superior information technology will accelerate the accomplishment of your company’s vision and mission. May, 2007 © 2007 Clark Nuber. All rights reserved.
  3. 3. The Strategic IT Plan must be integrated with the Strategic Business Plan May, 2007 © 2007 Clark Nuber. All rights reserved.
  4. 4. Strategic Planning • • • May, 2007 Our vision, mission, and values determine what is most important to us. Knowing what’s important allows us to prioritize. Knowing priorities enables us to act decisively © 2007 Clark Nuber. All rights reserved.
  5. 5. The Big Picture • Core Values – Who we are. • Vision & Mission – What we want to do. • Strategy – How and when we’ll accomplish what we want to do. May, 2007 © 2007 Clark Nuber. All rights reserved.
  6. 6. Agenda • • • • • May, 2007 The case for IT as an accelerator Technology Plan integration Developing a strategy Carrying out the strategy Measurement of success © 2007 Clark Nuber. All rights reserved.
  7. 7. A Strategic Asset not a Cost! • • • • Empower employees Touch clients Streamline operations “Higher IT capability directly correlates with superior revenue growth.” – Keystone Strategy, Inc. Enterprise IT Capabilities and Business Performance May, 2007 © 2007 Clark Nuber. All rights reserved.
  8. 8. Technology Mission Statement • To maintain a fast and stable infrastructure, maximize the professional hour, and touch our clients with cutting edge technology. May, 2007 © 2007 Clark Nuber. All rights reserved.
  9. 9. Some basic tenets: 1. Fast and stable infrastructure is the foundation of technology success. Easily supported Well documented Redundant Distributed Priced correctly 2. Training is very important. 3. Any technology that our clients come in direct contact with is very important. Telephone system Information available to receptionist Email and fax systems Website presentation and information Online payments Project portal QuickBooks online Printed documents - tax returns, financial statements, proposals, and marketing literature Our employees’ laptops and equipment in the field May, 2007 © 2007 Clark Nuber. All rights reserved.
  10. 10. Assessment Questions • • • • • • • • • May, 2007 Does our technology support our strategic business plan? Are we spending the right amount of money on technology? Are we spending technology money in the right places? Is the technology we're putting in place today going to support the technology we should put in place in the future? Does our technology serve our constituency correctly? Does our technology serve our employees correctly? Do we have the right amount of IT staff and expertise in place? Are we managing the “big three” correctly: Stability, Speed, Cost? Other issues: Purchasing, Security, Business Continuity, Document Management, Remote Access, Licensing. © 2007 Clark Nuber. All rights reserved.
  11. 11. Business Accelerator • Business functions – – – – May, 2007 Customer relationships and support Product and Service development Operations and financial control Partner and supplier management © 2007 Clark Nuber. All rights reserved.
  12. 12. Business Accelerator • Employee empowerment – – – – May, 2007 Search internal and external Anytime, anywhere access Collaboration Project management © 2007 Clark Nuber. All rights reserved.
  13. 13. Business Accelerator • Homogeneous platforms – – – – Computers Infrastructure Operating systems Applications • IT governance • IT execution • IT innovation May, 2007 © 2007 Clark Nuber. All rights reserved.
  14. 14. Business Strategic Plan • • • • • • • May, 2007 Increase productivity Decrease write downs New product or service Expansion – personnel, facilities Better culture New governance structure Niche development © 2007 Clark Nuber. All rights reserved.
  15. 15. Clark Nuber Strategic Map* Core Values People Establish Key Values In the Culture Client Service Honesty & Integrity Teamwork & Interdependence Promote Respect And Trust Clark Nuber is regarded as the best CPA & consulting firm in NW Attract Best People Career Development Work Environment Employee Satisfaction Innovation Communicate Well (All Directions) May, 2007 Vision & Mission Clients Employees Business Community Peers Retain And Expand Business Strategic Choices Outcome Accelerate Growth Innovative Advice and World-Class Service New Role of Shareholders Strategically Managed Permanent Business Everyone Realizes Their Professional and Personal Goals One Firm Concept Retain Our People Private Not For Profit Create New And Innovative Products and Services Support and care For Community © 2007 Clark Nuber. All rights reserved.
  16. 16. IT Leadership • • • • • May, 2007 Not governance! Trusted Creative Business savvy Part of the executive team © 2007 Clark Nuber. All rights reserved.
  17. 17. Leadership Integration • • • • May, 2007 Understand the business Think the way non technical people do Speak the business language Understand business priorities © 2007 Clark Nuber. All rights reserved.
  18. 18. Measurement • Revenue per full time employee • Amount invested per FTE • % of net revenue annual investment May, 2007 © 2007 Clark Nuber. All rights reserved.
  19. 19. Strategic Objective Example* • • • • • May, 2007 Initiative Tasks Team Members Measurement Due Date © 2007 Clark Nuber. All rights reserved.
  20. 20. The Translation to Results* Strategic Business Plan Technology Plan Technology purchasing schedule Implementation Training Support Maintenance May, 2007 © 2007 Clark Nuber. All rights reserved.
  21. 21. “Your Tech Spending is my Margin!” • Yes, technology takes a slice of the pie, but it also increases the size of the pie. • • • • Defensive posture Keeping the lights on Technology sea level Digital differentiation • Start small and package successes to seed opportunities for future success. May, 2007 © 2007 Clark Nuber. All rights reserved.
  22. 22. “I’m Not the CIO!” • • • • • May, 2007 Applications Policies Workflow Macros Buttons © 2007 Clark Nuber. All rights reserved.
  23. 23. Default Strategic Plan What if my strategic business plan is simply to keep costs in check and grow by five percent per year? • Strengths • Weaknesses • Accelerate • Mitigate May, 2007 © 2007 Clark Nuber. All rights reserved.
  24. 24. Everyone’s Strategic Plan • • • • May, 2007 Happy clients and customers Effective processes Motivated employees Satisfied owners © 2007 Clark Nuber. All rights reserved.
  25. 25. May, 2007 © 2007 Clark Nuber. All rights reserved.
  26. 26. Questions Thank you Peterhenley@clarknuber.com May, 2007 © 2007 Clark Nuber. All rights reserved.

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