IT Strategy for Mid-Market Success

Mary Patry
Start with
Why
IT STRATEGIC PLANNING FOR THE
MID‐MARKET ENTERPRISE
©2018 | ITEFFECTIVITY | ALL RIGHTS RESERVED

Mary Patry
©2018 | ITEFFECTIVITY | ALL RIGHTS RESERVED 2
WHY Cause or reason for which
something is done, achieved

Mary Patry

Mary Patry
©2018 | ITeffectivity | All Rights Reserved 4
WHAT
HOW
WHY

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KNOW YOUR WHY

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My WHY is
to _____________
so that ______________.

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Credible
Influential
Collaborative
Executive
Functional
Transformational
Strategic
Innovative
Why might it matter to you?

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Why it matters to your team
To be informed is to be
inspired to the
possibilities. ‐ Mary Patry

Mary Patry
That brings us to HOW
IT Strategy & Imperatives
Business Strategy and Imperatives
A plan of action or policy designed to
achieve a major or overall aim

Mary Patry
Acknowledge your focus
CHEAP
FAST GOOD
Will take
time
Low
quality
More
expensive
Unattainable
Where is
your focus?
Build to it.

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Where do you start?
1. Assess the current state of IT
2. Design the target state of IT
3. Communicate the IT Strategy

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From the eye of the business
CIO Business VisionMy favorite relationship measurement tool:
Other options:
• Internal interview based
assessment
• Customer Satisfaction Survey
• Other Research firm process
Key is the conversation
before, during and after.

Mary Patry
Know your current IT capabilities
IT Management and Governance FrameworkMy favorite IT capabilities measurement tool:
Each participant of the diagnostic is required to respond
to 3 questions for 45 core IT processes, as identified by
Info-Tech, based on the COBIT-5 framework.
Question 1:
• How important is this process to the
organization’s ability to achieve business and IT
goals?
Question 2:
• How effective is the process to the
organization’s ability to achieve business and IT
goals?
Question 3:
• Select your level of involvement when it comes
to the process in question.
Each element within the framework provides a
comprehensive set of material and tools to guide best
practices and improve each core IT process.

Mary Patry
IT Support
Model
Process Centric
Project
Handoff
Business
Intelligence
Change
Requests
Support
Metrics
Emergency
Deployment
Service
Requests
Problem
Management
Service
Deployment

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Architecture
Maintenance / Support Services
Engineering Services
Operations
Network Support
Storage AdminDatabase Admin
Systems Admin
3rd Party Support
Tier II Tier II
Tier I Tier I
3rd Party Monitoring Services
Service Desk / Customer Support
Network Operations Center
Tier III Tier III
IT Support
Model
Functional Centric

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IT S.W.O.T.
Strengths
(Internal)
Weakness
(Internal)
Opportunities
(External)
Threats
(External)

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P.E.S.T.L.E Assessment
S
Social
• Population
• Growth rate
• Age
• Demographics
L
Legal
• Discrimination
• Anti-Trust
• Regulations
E
Economic
• Economic
• Growth
• Exchange
• Rates
P
Political
• Government
• Policy
• Political
• Stability
E
Environmental
• Weather
• Climate Change
• Seasons
T
Technology
• Technology
Incentives
• Level of
Innovation

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IT Business Alignment
18
Right
Technologies
Right
Processes
Right
People
Right
Capabilities
IT Strategy & Imperatives
Business Strategy and Imperatives

Mary Patry
Start with the
End in Mind
Design the Future State

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IT Mission
What is a mission statement?
A good mission statement is useful tool for well-run
business. A mission state is present based
A mission statement define a company’s in three
key ways:
1. It’s the “WHY” of your organization - it is why IT
exists
2. It defines what the organization does for its
customers, its employees and stakeholders.
3. It is WHO we are.
IT Vision
What is a vision statement?
The term “vision statement” refers to an explanation,
usually in written form, of what a person or business
wants to be or get done at some later point in time.
A vison statement identifies goals, providing
direction to activities and motivating people to move
forward.
• It is the WHAT we will be when we get there.

Mary Patry
IT Strategy
21
IT Vision
We will be a high performing team recognized
as a “sector” industry leader providing
technology excellence that empowers our
business and expands boundaries by 2021.
IT Mission
We provide innovative, integrated technology
solutions and services to enable business teams
to connect and succeed.
Vision / Mission Statements Example
Vision
Mission

Mary Patry
Guiding
Principles
22
The principles guide:
 what the
organization does
 why it does it
 how the work gets
done
Guiding Principles describe the organizations beliefs,
philosophy and behaviors that survive the
advancement of technology

Mary Patry
• Awareness
of how technology
is being used in
your industry
• What
the business needs to
do to execute its
strategy
• What are the
implications to IT
• What can we do to
support and drive
innovation
• What
IT needs to do to
align IT imperatives
to business
imperatives
• How
IT will build and
deliver capabilities
against the
imperatives as
roadmap programs
and project
• When
Sequencing of programs
based on:
• Business priority
• Funding
• Dependencies
Industry
Technology
Trends
Business
Strategy &
Imperatives
Assess
External
Environment
Assess
External
Environment
Understand
Business
Demand
Understand
Business
Demand
Determine
IT Direction
Determine
IT Direction
Determine
Required
Actions
Determine
Required
Actions
Develop
Roadmap
Develop
Roadmap
IT
Imperatives
IT
Programs
IT Roadmap
Strategy Imperatives = Roadmap
Building the Plan

Mary Patry
HOW will you deliver against the strategy
Strategic
Goals
1.
2.
3.
4.
5.
6
Horizon 3
Horizon 2
Horizon 1

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“The first element of change is awareness.
You can’t change something unless you
know it exists.”
- T. Harv Eker

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Prepare
Manage
Reinforce
 Clearly and completely outline gaps
between current state and future state
 Develop your sponsorship model
 Identify key stakeholder groups starting with
CEO/BOD all the way to lowest impacted
employee
 Define your change management strategy
 Prepare your change management team
 Develop change management plans
 Take action and implement plans
 Collect and analyze feedback
 Diagnose gaps and manage resistance
 Implement corrective actions
 Celebrate successes
Organizations do not change, people do.

Mary Patry
Measure
Progress
“You can’t manage what you can’t measure”
- Peter Drucker

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Appendix

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Where do you start?
Activities:
1a. CIO Business Vision
1b. Assess current
capability
1c. Define service
portfolio current state
1d. Define IT support
model
1e. Define future state
business capabiliities
1f. Define future state  IT
capabiliities
1g. SWOT analysis
1h. PESTLE analysis
Activities:
2.a IT Vision/Mission
2.b IT Principles
2.c High level goals/
imperatives
2.d Goals/Imperatives
Cascade
2.e. Assess risks and
dependencies
2.f. High level strategic
roadmap
Activities:
3a. Execute strategy risk
assessment
3.b Create  Communication
Plan
3c. Prepare a refresh plan
for the IT strategy
3d. Execute strategy

Mary Patry
30
Suggested Schedule
2019 Strategy Development Plan
Phase / Deliverables 10 /1 10 /8 10 /15 10 /2 2 10 /2 9 11/5 11/12 11/19 11/2 6 12 /3 12 /10 12 /17 12 /2 4 12 /3 1 1/7 1/14 1/2 1 1/2 8
1a. CIO Business Vision
1b. Assess Current Capability
1c. Define service portfolio current state
1d. Define IT Support Model
1e. Define future state Business capabiliities
1f. Define future state IT capabiliities
1g. SWOT Analysis
1h. PESTLE Analysis
2a. IT Vision/Mission
2b. IT Principles
2c. IT High Level Goals/ Imperatives
2b. Goals/Imperatives Cascade
2e. Assess risks and dependencies
2f. High Level Strategy and Roadmap
2g. 2019 Strategy and Roadmap
3a. Create Communication Plan
3b. Execute strategy risk assessment
3c. Execute communications plan
4. Plan against Strategy
4a. Plan 2019 Initiatives
4.b High Level Plan 2019 Investments
4.c Refine Plan 2019/2019 Investments
October November December January

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Current State P.E.S.T.L.E Assessment
Political
• Will a change in government (at any level) affect your
organization?
• Do inter‐government or trade relations affect you?
• Are there shareholder needs or demands that must be
considered?
• How are your costs changing (moving off‐shore, fluctuations in
markets, etc.)?
• Do currency fluctuations have an effect on your business?
• Can you attract and pay for top‐quality talent
(e.g. desirable location, reasonable cost of living, changes to
insurance requirements)?
Economic
Social
• What are the demographics of your customers and/or
employees?
• What are the attitudes of your customers and/or staff (do they
require social media, collaboration, transparency of costs, etc.)?
• What is the general lifecycle of an employee
(i.e. is there high turnover)?
• Is there a market of qualified staff?
• Is your business seasonal?
• Do you require constant technology upgrades (faster network,
new hardware, etc.)?
• What is the appetite for innovation within your
industry/business?
• Are there demands for increasing data storage, quality, BI, etc.?
• Are you looking at cloud technologies?
• What is the stance on bring your own device?
Technological
Legal
• Are there changes to trade laws?
• Are there changes to regulatory requirements
(e.g. data storage policies or privacy policies)?
• Are there union factors that must be considered?
• Is there a push towards being environmentally friendly?
• Does the weather have any effect on your business (e.g.
hurricanes, flooding, etc.)?
Environmental

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IT S.W.O.T. Template

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IT Guiding Principles Example
1. Alignment: Our IT decisions will align with the business’ strategic plan.
2. Resources: We will allocate company cyberinfrastructure resources based on providing the greatest value
and benefit for the benefit of our user community.
3. User Focus: User needs will be a key component in all IT decisions.
4. Collaboration: We will work within and across organizational structures to meet strategic goals and identify
opportunities for innovation and improvement.
5. Transparency: We will be transparent in our decision-making and resource use.
6. Innovation: We will value innovative and creative thinking.
7. Data Stewardship: We will provide a secure but accessible data environment.
8. IT Knowledge and Skills: We will value technology skills development for the IT community.
What do we do, Why do we do it, How we will behave?

Mary Patry
Measure Progress
IT is here
IT needs to
be here
Struggles to Support
Inability to Provide Reliable Business Services
Supports the Business
Reliable Infrastructure and IT Service Desk
Optimizes the Business
Effective Fulfillment of Work Orders, Functional
Business Applications, and Reliable Data Quality
Expands the Business
Effective Execution on Business Projects, Strategic
Use of Analytics, and Customer Technology
Transforms the Business
Reliable Technology Innovation
80-90%
Satisfaction
60-70%
Satisfaction
<60%
Satisfaction
90-100%
Satisfaction
70-80%
Satisfaction
Model courtesy of
“You can’t manage what you can’t measure”
- Peter Drucker

35
Mary J Patry
IT Strategic Advisor and Coach
An Info-Tech Research Partner
Bates EXPi Certified Partner
T: 480-393-0722 M: 480-862-3455
Mary.Patry@ITeffectivity.com
www.ITeffectivity.com
Let’s talk!

IT Strategy for Mid-Market Success

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