Info-Tech Research Group provides research and advice on IT issues. They have a methodology for developing an IT strategy in 8 steps that involves determining the scope, assessing the current state of IT and business drivers, developing a target vision, defining initiatives, building a roadmap, executing the plan, and reviewing progress. Their process is grounded in established frameworks and is designed to ensure business needs are understood and the strategy delivers value. Info-Tech can help organizations develop an effective strategy by gathering diagnostic data, overcoming common barriers, and tailoring the approach based on an organization's size and needs.
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
Align IT Strategy with Business StrategyMauly Chandra
Business Strategy & IT must go hand in hand. Aligning IT strategy with Business strategy enables leveraging IT for achieving strategic objectives like increase productivity, improve profitability, more"
https://www.forceintellect.com/2020/09/08/importance-aligning-it-strategy-business-strategy/
According to Gartner, "The stongest performing IT organizations are distinguished by strong strategy practices. The weak performing IT organizations are distinguished by weak delivery practices."
Having an IT strategy and executing it are important.
This brief presentation covers:
1. Why IT Strategy?
2. What does a great IT Strategy look like?
3. How to create a great IT Strategy
4. How to make the IT Strategy real
Creating A Business Focussed Information Technology StrategyAlan McSweeney
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/it-strategy-209
This is a comprehensive document on Information Technology (IT) / Management Information Systems (MIS) Strategy.
This document includes IT strategy frameworks, critical success factors, detailed project approach and organizational structure, sample deliverables, and more.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
IT strategy presentation by global leading CIO, Creagh Warrenbob panic
IT STRATEGY
This presentation outlines the steps required to produce a Technology enabled Business Strategy which will support your business goals to further Your Company’s successes into the future in this Digital age.
Crowe Horwath Jamaica (www.crowehorwath.com.jm) is one of the largest public accounting, consulting, and advisory firms in Jamaica . Crowe uses its deep industry expertise to provide audit services to public and private entities while also helping clients reach their goals with tax, advisory, risk and performance services.
Crowe Horwath Jamaica serves clients worldwide as an independent member of Crowe Horwath International, one of the largest global accounting networks in the world. The network consists of more than 200 independent accounting and advisory services firms in more than 130 countries around the world.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Future Proofing Your IT Operating Model for DigitalDavid Favelle
Having worked with Operating Model for over 10 years, Dave has new adopted DevOps, IT4IT and Continuous Delivery alongside traditional frameworks. The concept of the value stream is central to the thinking. The presentation was delivered as a Keynote at the Open Group in Amsterdam October 2017 -https://www.youtube.com/watch?v=Y7yH1JJKvqc&t=1969s
Note that Dave and the ValueFlow team deliver Operating Model on the ServiceNow platform.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
Your Challenge
Infrastructure, by focusing on the reliability, availability, and serviceability of existing platforms, is perceived as a cost center rather than a business enabler.
Business stakeholders look to external vendors, rather than Infrastructure, to exploit emerging technologies. This leads to duplication of effort, inconsistent standards, and ineffective IT governance.
Infrastructure directors are unable to draw a line showing how their activities directly support the overall business goals.
Our Advice
Critical Insight
Think of the roadmap as a service, not a product. Its value is inversely proportional to the time since its last update.
Alignment perception issues can be addressed by having the infrastructure practice formally engage and communicate with business stakeholders.
Shadow IT can provide business-ready initiatives that need only to be tweaked to align with Infrastructure’s internal goals.
Impact and Result
This blueprint will help you build:
A formal channel and way of communicating value bottom-up and top-down between IT and the executive team.
A methodology to prioritize and create projects that generate business value.
A tool that can produce multiple outputs of value for different audiences using the same data.
An ongoing roadmap process, rather than a static document, that is able to adjust and react to evolving business circumstances.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Your Challenge
Business transformations are happening, but CIOs are often involved only when it comes time to implement change. This makes it difficult for the CIO to be perceived as an organizational leader.
CIOs find it difficult to juggle operational activities, strategic initiatives, and involvement in business transformation.
CIOs don’t always have the IT organization structured and mobilized in a manner that facilitates the identification of transformation opportunities, and the planning for and the implementation of organization-wide change.
Our Advice
Critical Insight
Don’t take an ad hoc approach to transformation.
You’re not in it alone.
Your legacy matters
Impact and Result
Elevate your stature as a business leader.
Empower the IT organization to act with a business mind first, and technology second.
Create a high-powered IT organization that is focused on driving lasting change, improving client experiences, and encouraging collaboration across the entire enterprise.
Generate opportunities for organizational growth, as manifested through revenue growth, profit growth, new market entry, new product development, etc.
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
IT strategy presentation by global leading CIO, Creagh Warrenbob panic
IT STRATEGY
This presentation outlines the steps required to produce a Technology enabled Business Strategy which will support your business goals to further Your Company’s successes into the future in this Digital age.
Crowe Horwath Jamaica (www.crowehorwath.com.jm) is one of the largest public accounting, consulting, and advisory firms in Jamaica . Crowe uses its deep industry expertise to provide audit services to public and private entities while also helping clients reach their goals with tax, advisory, risk and performance services.
Crowe Horwath Jamaica serves clients worldwide as an independent member of Crowe Horwath International, one of the largest global accounting networks in the world. The network consists of more than 200 independent accounting and advisory services firms in more than 130 countries around the world.
Aligning Business and Technology for Competitive AdvantageDijitle
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
FRAMEWORK Strategic alignment results from structuring t.docxhanneloremccaffery
FRAMEWORK
Strategic alignment results from structuring the IT organization around the needs of the business. To
explain how this is done, let me break the operations of the IT organization down into four basic
functions. Two are delivery functions: support delivery and project delivery. The other two are
management activities: value attainment and strategic alignment. All activities of the IT organization can
be categorized into one of these four functions, although, as we will see later, these functions are
typically spread out across multiple teams, which is the source of much of the misalignment IT
organizations face (see Figure 8.1).
img
FIGURE 8.1 IT Strategic Alignment Framework
These functions layer on top of each other such that failure at one level affects everything above it.
Strategic alignment is achieved when all functions operate in harmony to achieve business results.
However, how these functions are managed directly impacts how strategic an organization is. A tall
skinny pyramid will generate far more value for a firm than a short fat one. For the rest of this chapter,
we explore each function in more detail and highlight the management issues the CIO and the IT
management staff must address to achieve strategic alignment.
Support Delivery
Support makes up all of the break-fix activity of the IT operations. It is the most fundamental and, in
many respects, the most important activity the IT organization engages in. Support includes the help
desk and monitoring organizations but also aspects of technical operations, such as system
administration, database administration, development, and business process analysts. All aspects of the
IT organization provide some level of support back to the business.
Support delivery is critical not because it is strategic but because it is the foundation from which
everything else is built. Put in simpler terms, if you are in the CEO’s office and her personal computer is
broken, what do you expect you will be discussing with her when you meet: supply chain strategy, or
why her PC has been down for the past four hours? Support is the function that all IT organizations are
engaged in regardless of size. In some IT organizations, support is all they are engaged in.
Support delivery involves several management decisions including scope, service levels, and overall
investment. A widely circulated metric asserts that most IT organizations spend 70 to 80 percent of their
budget sustaining existing systems. Whether this is the right level is the subject of some debate, but the
metric highlights the fact that support delivery is not only the foundation of all other aspects of the IT
organization, but it is also the dominant expense.
The key support delivery management challenge is to provide the right level of support cost effectively.
This balance is subtle but important. Although a corporation might enjoy IT support levels so h ...
CHAPTER EIGHT
Strategic Alignment
Tim Campos
IN TODAY’S BUSINESS, CIOs have tremendous opportunity to have a major strategic influence on their businesses. This opportunity arises from the rapid adoption of information technology over the past three decades across nearly every aspect of business. When a company wants to merge with another organization, the IT organization is one of the first corporate departments to be involved. When a new plant or facility is opened, the IT organization must be involved to help connect it to the rest of the company’s systems. Even when a company reaches into a new line of business, the IT organization is involved to help set up the information systems to support the new business.
This opportunity, however, can also be the CIO’s greatest liability if the organization’s focus is diluted. IT has been adopted in nearly every business process, even those that are not very strategic. Nearly all employees at companies have e-mail accounts, and every corporation has a web site, regardless of whether it delivers products or services through that web site. Because all of these technology operations must function in order for the business to operate, CIOs must divide their focus and resources across the entire company.
This breadth of demand creates tremendous challenges for IT organizations. It is not good enough simply to focus on those portions of the business that are strategic, to the detriment of everything else. Although this might work in the short run, over time the neglected business functions become a drain on the success of the business. (This is one of the reasons so many firms reimplement enterprise systems.) Moreover, what is “strategic” depends on whom one asks. A customer portal may not be that important to manufacturing, but it is critical to the strategy of the service organization. The resources allocated to the IT department are finite, yet the demands on the IT organization can at times appear infinite. It is this challenge that separates the mediocre from the exceptional IT organization. The secret to addressing this challenge is to strategically align your organization to the business.
FRAMEWORK
Strategic alignment results from structuring the IT organization around the needs of the business. To explain how this is done, let me break the operations of the IT organization down into four basic functions. Two are delivery functions: support delivery and project delivery. The other two are management activities: value attainment and strategic alignment. All activities of the IT organization can be categorized into one of these four functions, although, as we will see later, these functions are typically spread out across multiple teams, which is the source of much of the misalignment IT organizations face (see Figure 8.1).
FIGURE 8.1 IT Strategic Alignment Framework
These functions layer on top of each other such that failure at one level affects everything above it. Strategic alignment is achieved.
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
CHAPTER EIGHT Strategic Alignment Tim Campos IN TODAY’S BUSINESS, .docxtiffanyd4
CHAPTER EIGHT Strategic Alignment Tim Campos IN TODAY’S BUSINESS, CIOs have tremendous opportunity to have a major strategic influence on their businesses. This opportunity arises from the rapid adoption of information technology over the past three decades across nearly every aspect of business. When a company wants to merge with another organization, the IT organization is one of the first corporate departments to be involved. When a new plant or facility is opened, the IT organization must be involved to help connect it to the rest of the company’s systems. Even when a company reaches into a new line of business, the IT organization is involved to help set up the information systems to support the new business. This opportunity, however, can also be the CIO’s greatest liability if the organization’s focus is diluted. IT has been adopted in nearly every business process, even those that are not very strategic. Nearly all employees at companies have e-mail accounts, and every corporation has a web site, regardless of whether it delivers products or services through that web site. Because all of these technology operations must function in order for the business to operate, CIOs must divide their focus and resources across the entire company. This breadth of demand creates tremendous challenges for IT organizations. It is not good enough simply to focus on those portions of the business that are strategic, to the detriment of everything else. Although this might work in the short run, over time the neglected business functions become a drain on the success of the business. (This is one of the reasons so many firms reimplement enterprise systems.) Moreover, what is “strategic” depends on whom one asks. A customer portal may not be that important to manufacturing, but it is critical to the strategy of the service organization. The resources allocated to the IT department are finite, yet the demands on the IT organization can at times appear infinite. It is this challenge that separates the mediocre from the exceptional IT organization. The secret to addressing this challenge is to strategically align your organization to the business. FRAMEWORK Strategic alignment results from structuring the IT organization around the needs of the business. To explain how this is done, let me break the operations of the IT organization down into four basic functions. Two are delivery functions: support delivery and project delivery. The other two are management activities: value attainment and strategic alignment. All activities of the IT organization can be categorized into one of these four functions, although, as we will see later, these functions are typically spread out across multiple teams, which is the source of much of the misalignment IT organizations face (see Figure 8.1). FIGURE 8.1 IT Strategic Alignment Framework These functions layer on top of each other such that failure at one level affects everything above it. Strategic alignment is achieved .
Nicholas Carr’s, Does IT Matter? asks the question – “isn’t it enough for IT to enable companies to operate more efficiently or deliver better services, to reduce costs or heighten customer satisfaction?” [1, p. 7]. This question is the infrastructure question. Carr suggests the investments in IT have “gone to waste” after the collapse of the Internet Bubble. While much has been wasted to what were probably poor business choices, IT investment as a strategic initiative still has merit. This merit needs to be connected to the financial performance of the business. The measurement and valuation of these investments must take place in the same way other investment decisions are made. Carr’s thesis is IT has become a commodity service and not the basis of a differentiated strategic advantage. As the costs of IT go down, its power increases the capabilities of IT outstrip the company’s needs. Again this is an infrastructure view of IT. Like the railroads and electric utilities, if is only a “utility” it will have difficulty describing its differentiated advantage.
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
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2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
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Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
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2. Info-Tech Research Group 2Info-Tech Research Group 2
Develop a data-driven, fit-for-purpose IT
strategy with a strong link to execution.
Alex Zverintsev
Director, CIO Advisory
Info-Tech Research Group
The business needs IT support to achieve its goals. Are you ready to deliver?
ANALYST PERSPECTIVE
3. Info-Tech Research Group 3Info-Tech Research Group 3
This Research is Designed For: This Research Will Help You:
This Research Will Assist:
Audience for This Blueprint Blueprint Benefits
Blueprint Outcomes
CIOs or IT leaders who want to develop an IT
strategic plan.
IT departments that want a time- and
resource-efficient process to carry out IT
strategic planning.
CIOs or IT leaders who want to ensure the
business value of IT and align IT initiatives
with overall organizational strategies.
Identify the critical steps and key players
required to build your strategy.
Save time, money, and hassle by using a best-
practice methodology that walks you step by
step through strategic planning.
Improve business-IT relationships by working
together to create an IT strategy that will help
ensure organizational goals are met.
A fit-to-purpose IT strategy that aligns the IT department with the business.
A tool to drive internal IT alignment through a common vision and a shared sense of purpose.
A holistic analysis of the current state of the business and IT, and IT initiatives designed to optimize
business performance and enhance IT maturity.
Engage Info-Tech to assist with your strategic planning
4. Info-Tech Research Group 4Info-Tech Research Group 4
Resolution
Situation
Complication
Info-Tech Insight
Executive summary
• According to Info-Tech research, 47% of business leaders feel that
business goals are unsupported by IT.
• If IT fails to support the projects or programs that benefit the
organization, then IT is perceived as a strict cost center that delivers
very little real value.
• Highly effective IT strategies will realign IT with the business, however, a
staggering 92% of IT departments surveyed claimed their IT
strategies were less than adequate.
• Many IT strategies are “too technical” both in wording and content;
technical jargon is difficult for the business to understand and there is
very little emphasis on people or processes.
• Articulating a clear IT strategy that aligns IT with business objectives is the most important activity a CIO can do
for the IT department and organization.
• The strategic planning exercise requires that the CIO review the business environment, assess the current state of IT,
define a target state that is aligned with the organizational priorities, and focus efforts on IT initiatives that bring tangible
benefits to the business.
• The key is to work with the business when developing your IT strategic plan. A solid understanding of business
needs, combined with a mutual understanding of drivers and constraints will help you create a very effective strategy.
• Creating and executing a successful IT strategy will help thrust IT into a leadership role, especially if the organization has
not yet formulated a formal strategy of its own.
1. Make informed decisions based
on data, not just intuition and
assumptions.
2. Right-size your IT strategy to
address the mandate.
3. Establish a strong commitment to
execution.
5. Info-Tech Research Group 5Info-Tech Research Group 5
32%
Feel that IT is investing in areas that don't support the
business.
64% Think that IT must better understand business goals.
47% Believe that business goals are going unsupported by IT.
Source: Info-Tech Benchmarking and Diagnostic Programs
Too often, CIOs focus on operational efficiency and “keeping the lights on.” However, C-level
executives need IT to focus on aligning technology with the business.
As a CIO, you must view yourself as a business leader who
works in IT
6. Info-Tech Research Group 6Info-Tech Research Group 6
CIOs must earn their seat at the table; right now they are not
doing a good enough job
0%
5.58%
12.09%
19.53%
35.81%
22.33%
4.65%
0%
5%
10%
15%
20%
25%
30%
35%
40%
1 2 3 4 5 6 7
Overall C-Level Stakeholder Satisfaction With CIO’s
Performance as a Business Partner
% of Respondents
Low Satisfaction High Satisfaction
Source: Info-Tech Benchmarking and Diagnostic Programs
More than 70% of business
stakeholders rated their CIO
as a 5 or lower.
The most shocking finding was
that only 27% of business
stakeholders were very
satisfied with their CIO’s
performance as a business
partner.
7. Info-Tech Research Group 7Info-Tech Research Group 7
CIOs and their IT departments are failing to meet business
stakeholder needs
46.0%
60.0%
62.0%
54.0%
40.0%
38.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Overall Satisfaction With
IT Core Services
IT's Ability to Deliver
Solutions That Meet
Business Needs
IT's Understanding of
Business Needs and
Requirements
Business Stakeholders’ Satisfaction With IT
Dissatisfied Satisfied
Source: Info-Tech CIO Business Vision Diagnostic; N=2,369
According to Info-Tech’s
Business Vision survey:
• Only 53.8% of business
leaders are satisfied with IT
core services.
• Less than 40% are satisfied
with IT’s ability to deliver
solutions that satisfy business
capability needs.
Some of these findings can be
attributed to the CIO’s inability
to:
• Effectively manage
stakeholder relationships.
• Understand the capability
needs of business partners.
• Enable innovation to help
business stakeholders
capitalize on technology
opportunities.
8. Info-Tech Research Group 8Info-Tech Research Group 8
There is a significant link between business satisfaction with IT
and IT strategy effectiveness
Source: Info-Tech Benchmarking and Diagnostic
Programs
*Note: Effective organizations were classified as those with an IT strategy effectiveness
score greater than or equal to 7. Highly satisfied organizations were classified as those with
an overall IT satisfaction score greater than or equal to 8.
According to Info-Tech research, business stakeholders are 3.5 times
more likely to be highly satisfied with IT if there is an effective IT strategy in place.
9. Info-Tech Research Group 9Info-Tech Research Group 9
An effective IT strategy will help your organization realize
tangible benefits (1 of 2)
1. Business-IT alignment. A successful IT strategy ensures business-IT alignment on the strategic scale. IT is working on
the right things that matter to the business. IT avoids wasting budget on things that do not matter to the business.
2. Informed strategic IT investment decisions. A successful IT strategy provides a clear picture of how each proposed
investment supports enterprise objectives by addressing identified gaps between the current state and target state of IT.
This helps avoid sporadic investments influenced by the loudest voice.
Business objectives
IT’s focus
IT is focusing on things that
do not matter to the business
IT is not supporting
business objectives
IT is supporting
business objectives
Business objectives
IT’s focus
IT’s focus is fully aligned
with business objectives
Value =
Avoided spend on misaligned IT
initiatives +
Value realized from IT
supporting previously
unsupported business
objectives
10. Info-Tech Research Group 10Info-Tech Research Group 10
Reap the benefits of a successful IT strategy (2 of 2)
3. Timely developed capabilities. A successful IT strategy ensures IT has the required effectiveness and efficiency of
people, processes, and technology at the right time to achieve business objectives. The comprehensive assessment of
the entire IT organization uncovers gaps, interdependencies, opportunities, and risks that are hard to identify with a
narrower tactical focus.
Value =
Increased joint
business-IT efficiency
X
Spend on IT-enabled
initiatives +
Value realized from increased
joint business-IT effectiveness
Value =
Realized value enabled by IT having built the capabilities to
support strategic business objectives in a timely manner
Value =
Increased IT efficiency due to elimination and
avoidance of redundant roles, processes, and
technology components
X Addressable IT spend
Note, this model doesn’t encompass the value realized from strategic IT initiatives that are identified by the IT strategy and
may target specific efficiency, effectiveness, and/or labor arbitrage benefits, other than the elimination and avoidance of
redundant roles, processes, and technology components (number five in the list above).
4. Improved IT credibility. A successful IT strategy increases the business' understanding of what IT can do, currently
does, and will do to support the achievement of business objectives. As a result, it improves the business' satisfaction
with IT, improves IT’s credibility, and enables IT to become a strategic partner with the business.
5. Elimination and avoidance of redundancy. A successful IT strategy looks at IT holistically (i.e. across possibly
siloed roles, processes, and technology components) and uncovers and makes plans to eliminate and avoid
unnecessary redundancy through centralized, shared IT capabilities, consolidated applications, and infrastructure.
11. Info-Tech Research Group 11Info-Tech Research Group 11
42% Some improvement necessary.
34% Significant improvement necessary.
25%
IT strategy is clearly defined, published, and aligned with
business goals.
Currently, over 75% of C-level business executives want to see
an improved IT strategy
Source: Info-Tech Benchmarking and Diagnostic
Programs
12. Info-Tech Research Group 12Info-Tech Research Group 12
Improve your IT strategy by getting a better grasp on strategic
planning
A typical IT strategy will contain the following:
1. Summary of the current state.
• Business
• External Environment
• Internal IT
2. Summary of the target state.
3. Roadmap to get from current state to target
state.
4. Summary of risks, mitigation techniques, and
high-level economics.
At a minimum, Info-Tech recommends that you
review the following, as you build the strategy:
• Business Capabilities and Services
• IT Sourcing
• Technology Landscape
• IT Operating Model
Communication is paramount. You have to put in the work and the time to hear what the business
is saying in order to deliver and meet its expectations.
– John Hansknecht, Director of Technology, University of Detroit Jesuit High School & Academy
What does it mean to be
strategic?
Be forward looking – think about the
ramifications of trends and decisions in the
long term; do not just focus on tomorrow.
Be proactive – anticipate changes and make
moves to suit; do not wait to be forced to react.
Be aligned – commit to an organization-wide
vision to create a shared sense of purpose; do
not separate IT from the business.
Be aspirational – think big to better your
department; do not limit yourself.
13. Info-Tech Research Group 13Info-Tech Research Group 13
In order to develop an effective business-driven IT strategy, you
must engage the business
of CXOs feel that they should participate in decision making
around IT strategy, with the majority believing that
participation should occur quarterly or more frequently.
98%
Source: Info-Tech Benchmarking and Diagnostic
Programs
14. Info-Tech Research Group 14Info-Tech Research Group 14
Info-Tech’s approach to IT strategy development builds on the
COBIT 5 and TOGAF frameworks
Our best-practice approach is grounded in the COBIT 5 framework, enhanced by TOGAF’s enterprise
architecture vision, and optimized by the insights and guidance from our analysts, industry experts, and
our clients.
Research grounded in COBIT 5
(APO02)
The most widely used international
framework for the management
and governance of IT.
Optimized through experience
Analyst team with over 70+ years
of experience, with client-tested
processes.
The Info-Tech’s Approach
Many other resources will tell you what to do but
most won’t tell you how. We will tell you:
1
2
3
What to do.
We give you the process to build a fit-for-
purpose quality management program.
Why you’re doing it.
We explain why each step is important so
you understand the process.
How to do it right.
We walk you through the process with
easy-to-follow, easy-to-do activities.
Why Info-Tech Is Different
Enhanced by TOGAF ADM
A framework for enterprise
architecture that describes the
method for developing a target-
state vision.
15. Info-Tech Research Group 15Info-Tech Research Group 15
Our methodology walks you (and your business) step by step
through the development of an IT strategy
3. Evaluate current
state of IT
2. Assess drivers and
constraints
4. Develop a target
state vision
5. Define initiatives 6. Build a roadmap
Business capabilities
Business SWOTs
Business initiatives
PESTLE factors
Success measures
7.Execute
Industry trends
End-user profile
Business imperatives
High-level economics
Organizational change
Risks
Business-driven priorities
Strategic goals
Target-state vision
Objectives and measures
IT guiding principles
IT vision statement
Business / internal
IT initiatives
IT budget and spend
Performance data
Assessments
External
Implications for IT
Opportunities to innovate
Risk appetite
Transition options
Gaps
8.Revamp
IT SWOTs
Holistic
Focus-area specific
Initiatives
Target-state options Execution schedule
Approval
IT strategy map
Focus areas
Business capabilities and services
IT sourcing
Technology landscape
IT operating model
IT mission statement
Appetite for IT spend
1. Determine mandate
and scope
Mandate
Project charter
Scope
According to Info-Tech research, 92% of our clients have less than effective IT strategies. Let us help
you build your strategy the right way.
16. Info-Tech Research Group 16Info-Tech Research Group 16
We will help you build the following deliverables
3. Evaluate current
state of IT
2. Assess drivers and
constraints
4. Develop a target
state vision
5. Define initiatives 6. Build a roadmap
IT strategy document (with appendices)
1. Determine mandate
and scope
7.Execute8.Revamp
Project charter
Execution & comm. plan
List of implications for IT
List of external drivers IT guiding principles
List of business drivers
List of innovation opps.
Summary of IT current
state assessment
Strategic goals
Target-state vision
List of target-state options
IT mission and vision
List of transition options
Initiatives
IT roadmap
Organizational readiness
assessment results
High-level economics
summary
Strategy map (aka goals cascade)
Summary of risk appetite
Risk management plan
Objectives and measures
17. Info-Tech Research Group 17Info-Tech Research Group 17
We will help you overcome the typical barriers to successful IT
strategy development
Often strategic development projects generate severe pains. We will help you break down the
barriers to an effective IT strategy by addressing key development obstacles right away.
Limited interaction
with the business
Our methodology takes a business-focus approach, forcing you to engage the
business throughout your strategy.
Limited upfront
planning
The first phase of this blueprint, Determine mandate and scope, walks you step by
step through the pre-planning phase to ensure you right-size your efforts.
Limited access to
critical data
Our diagnostic programs provide you with the data and information you need to
make key strategic decisions.
Lack of executive
buy-in
Our executive brief explains the benefit of a business-driven IT strategy. Use the
brief to make your case.
Key Challenges Info-Tech Aided Solutions
Lack of strategy
know-how
Throughout this blueprint we provide easy-to-follow activities and several
adaptable, easy-to-use templates that you can modify to meet your needs.
18. Info-Tech Research Group 18Info-Tech Research Group 18
Gathered Data
• IT Future Role
• Expected Budget
Change
Participants
• CEO
• CIO1
2
3
Gathered Data
• Core Service
Satisfaction
• Core Service
Feedback
Participants
• Business
Leaders
• Business
Employees
Gathered Data
• Process
Importance
• Process
Effectiveness
Participants
• IT Leaders
• IT Employees
Info-Tech’s diagnostic programs will deliver the data that you
need to make informed decisions
19. Info-Tech Research Group 19Info-Tech Research Group 19
Organizations of any size can benefit from an IT strategy; we will
help you adjust the project to suit your needs
Who You Are • 1-10 IT staff • 10-100 IT staff • More than 100 IT staff
CIO’s or
IT Leader’s
Role
• You will be accountable and
largely responsible for leading
the development of the IT
strategy.
• Do not waste time on
formalities – figure out what
the business needs are and
be innovative in how IT can
drive business value.
• You will be accountable for
the IT strategy development
effort and you will benefit from
delegating the project work to
your team.
• You will benefit from a formal
strategy development
process.
• You will be accountable for
the IT strategy development
effort.
• The majority of the
development responsibility will
lie with your internal team and
third-party consultants.
• Your primary responsibility will
be to market the IT strategy to
your executive peers.
Key
Challenges
• Your time/effort availability
may affect your ability to
develop a strategy.
• You may not have a well-
defined business strategy.
Work with the business to
identify priorities.
• Strategy development can
quickly become overwhelming
and unmanageable.
• You will have to find a balance
between operational
excellence and strategic
aspirations.
• Getting business stakeholders
on the same page and
working towards the same
goals may be difficult.
• IT strategic development will
take a long time to complete
properly – beware of losing
focus as you progress.
Although the basic components are the same, every CIO or IT leader will have to approach IT
strategy development in a slightly different manner.
Large EnterpriseSmall Enterprise
Medium
Enterprise
20. Info-Tech Research Group 20Info-Tech Research Group 20
Info-Tech’s “Systematic Path” to IT success will help you
transform the way your business views IT
Innovator – Transforms the Business
Reliable Technology Innovation
Business Partner – Expands the Business
Effective Execution on Business Projects, Strategic Use
of Analytics and Customer Technology
Trusted Operator – Optimizes the Business
Effective Fulfillment of Work Orders, Functional
Business Applications, and Reliable Data Quality
Firefighter – Supports the Business
Reliable Infrastructure and IT Service Desk
Unstable – Struggles to Support
Inability to Provide Reliable Business Services
21. Info-Tech Research Group 21Info-Tech Research Group 21
Track your progress to ensure success – keep these goals and
metrics in mind as you develop your strategy
Goal of IT Strategy Key Metric
All aspects of the IT strategy are
aligned with the business strategy.
• Percent of objectives in the IT strategy that support the business strategy.
• Percent of business objectives addressed in the IT strategy.
The IT strategy is cost-effective,
appropriate, realistic, achievable,
business-focused, and balanced.
• Percent of initiatives in the IT strategy that are self-funding (financial benefits in
excess of costs).
• Trends in ROI of initiatives included in the IT strategy.
• Level of business stakeholder satisfaction survey feedback on the IT strategy.
Clear and concrete short-term goals
can be derived from, and traced
back to, specific long-term
initiatives, and can be translated
into operational plans.
• Percent of projects in the IT project portfolio that can be directly traced back to the
IT strategy.
IT is a value driver for the business. • Percent of strategy business objectives achieved as a result of strategic IT
initiatives.
• Number of new enterprise opportunities realized as a direct result of IT
developments.
• Percent of IT initiatives/projects championed by business owners.
There is awareness of the IT
strategy and a clear assignment of
accountability for execution.
• Achievement of measureable IT strategy outcomes as part of staff performance
goals.
• Frequency of updates to the IT strategy communication plan.
• Percent of strategic initiatives with accountability assigned.
Start tracking these metrics now to see how well you’ve improved later.
Source: COBIT 5, APO02
22. Info-Tech Research Group 22Info-Tech Research Group 22
You will realize even greater benefits by partnering with
Info-Tech
Reduce
Investment
Reduce
Effort
Reduce Risk
Info-Tech’s Measured Value
Reduce the total cost of
developing an IT strategy on
your own by using Info-Tech’s
methodology.
Capitalize on nine months of research
and over 300 years of
experience…improve the quality of
your IT strategy and a realize a
savings of one to four months of
strategic planning effort with this
blueprint.
Reduce your effort by using our
pre-populated tools and
templates in every phase of your
strategy development project.
Reduce the risk of developing
your strategy on your own. Our
methodology was developed
through extensive research,
validation exercises, and
practice.
Improve the quality of your output
by focusing on what really
matters. We have done all the
pre-work for you, you just need
to fill in the details.
Improve
Quality
23. Info-Tech Research Group 23Info-Tech Research Group 23
Consulting
“Our team does not
have the time or the
knowledge to take this
project on. We need
assistance through the
entirety of this project.”
Guided
Implementation
“Our team knows that
we need to fix a
process, but we need
assistance to
determine where to
focus. Some check-ins
along the way would
help keep us on track.”
DIY Toolkit
“Our team has already
made this critical
project a priority, and
we have the time and
capability, but some
guidance along the
way would be helpful.”
Workshop
“We need to hit the
ground running and
get this project kicked
off immediately. Our
team has the ability to
take this over once we
get a framework and
strategy in place.”
Diagnostics and consistent frameworks used throughout all four options
Info-Tech offers various levels of support to best suit your needs
24. Info-Tech Research Group 24Info-Tech Research Group 24
Follow a CIO’s journey through IT strategy development using
Info-Tech’s methodology
United Telecom Company*
The United Telecom Company (UTC), is the primary
telecommunications provider for a small tropical country. It has
over 500,000 customers using mobile, landline, and broadband
services. The company is partly government owned.
Situation
UTC re-vamped its corporate strategy upon the threat of new
competition into the small local market. This corporate shift
required a re-alignment between the IT department and the new
UTC direction. The CIO determined that a new IT strategy was
required and that he would engage Info-Tech in a five-day IT
strategy workshop.
Solution
During the workshop, the project team and Info-Tech analysts
worked together to gather and analyze data regarding the
business, IT, and the greater business environment. Over the
course of the week the team was able to develop a strategic
document rather than the “wish lists” that had been created in
previous years.
* Names and some details have been changed for client privacy.
CASE STUDY
Industry
Source
Telecommunications
Info-Tech Research Group
Follow UTC’s journey through IT strategy
development by looking for this symbol
throughout the blueprint:
To read the case study in its entirety, see
Appendix A.
CASE STUDY
Results:
Following the workshop, UTC received
sign-off approval from the business. After
implementing the new business-driven
strategic initiatives and executing the IT
strategy, UTC saw a 9% increase in
stakeholder satisfaction and a 10%
increase in perceived value of IT. As well,
UTC saw a significant improvement in
overall IT maturity.