The document outlines an IT strategic planning guide aimed at aligning IT initiatives with overarching business goals. It provides a roadmap for assessing current IT capabilities, designing future states, and communicating strategies while ensuring risk management and value realization. Key elements include SWOT and PESTLE analyses, IT program summaries, and a timeline for strategy development and execution.

1. IT Strategic Planning Guide
SHOWING THE WAY
JUNE 2017
6/18/2017 COPYRIGHT 2017, ITEFFECTIVITY

2. Discussion Topics
• Agenda topics
2

3. IT Strategy Introduction
3
• An IT strategy provides a holistic view of the current IT environment,
• Defining the IT strategy start with the overarching business/corporate
objectives
• Future direction with initiatives required to achieve the desired future
environment.
• IT strategic roadmap stemming from an analysis between current and
desired states.
How does strategy impact IT? How does IT strategy impact <Client>
• Organizes IT's financial, technical, and human resources
• Assures risk management oversight.
• Ensures that IT decisions yield value over several years.
• Prioritizes IT initiatives to recognize dependencies and synergies.
• Ensures investment in IT initiatives help achieve the strategic goals of
the organization.
• Drives lower costs, increased output, and competitive advantage
• Aligns IT activities with business drivers
What is an IT Strategy?

4. IT Strategy Approach
4
1. Assess the current state of IT
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
2. Design the target state of IT
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
3. Communicate the
IT Strategy
Activities:
3a. Execute strategy risk
assessment
3.b Create Communication
Plan
3c. Prepare a refresh plan
for the IT strategy
3d. Execute strategy

5. Strategy Development Timeline
5
2017 Strategy Development Plan
Phase / Deliverables 5/15 5/22 5/29 6/5 6/12 6/19 6/26 7/3 7/10 7/17 7/24 7/31 8/7 8/14 8/21 8/28 9/4 9/11 9/18 9/25
1. Assess the current state of IT
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
2. Design the target state of IT
2a. IT Vision/Mission
2b. IT Principles
2c. IT High Level Goals/ Imperatives
2b. Goals/Imperatives Cascade
2c. Assess risks and dependencies
2d. High Level Strategic Roadmap
3. Communicate the IT Strategy
3a. Create Communication Plan
3c. Execute strategy risk assessment
3c. Execute communications plan
4. Plan against Strategy
4a. Plan 2018 Initiatives
4.b High Level Plan 2018 Investments
4.c Expand Plan 2018/2019 Investments
May June July August September

6. IT Strategy (“One Page” Deliverable)
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Corporate Vision
State Vision Here
IT Strategic Goals
IT Vision
Stated Vision here
IT Mission
Stated Mission here
Business Capabilities IT Team Capabilities Technology Landscape IT Operating Model
• Insert Goals
• Immediate Objectives
• Success Measure
• Value and Performance
Measures
• Insert Goals
• Immediate Objectives
• Success Measure
• Value and Performance
Measures
• Insert Goals
• Immediate Objectives
• Success Measure
• Value and Performance
Measures
• Insert Goals
• Immediate Objectives
• Success Measure
• Value and Performance
Measures

7. 1. Assess Current state
7

8. CIO Business Vision
Summarize the results of the CIO Business Vision survey
in a few sentences.
Insert a snapshot of the summary slide.
Add a few slides to the IT strategy if you need to go into
more detail, but try to keep the section short.
The CIO Business Vision survey provides a detailed report card on the organization’s
satisfaction with IT’s core services

9. IT Maturity
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
90-100%
Satisfaction
80-90%
Satisfaction
70-80%
Satisfaction
60-70%
Satisfaction
<60% Satisfaction
According to our current state assessment, IT is at the following level of maturity

10. IT Support Model
10
B
*G&A/Enterprise: Compliance, Legal Finance, HR, Communications, Investor Relations, Strategy, CSO/Innovation
Business Management
Business Analysis
Analytics/Reporting &
Informatics
Enterprise IT Capabilities – resources deployed to Business Facing IT
IT Portfolio and Governance (IT Program and Business Office)
IT Business Relationship
IT Business Systems (Application, SAP COE, Information Management)
IT Compliance, Risk and Security
IT Infrastructure
Business Facing IT Capabilities
MFG Quality Operations
Regulatory Affairs/Pharma
Covigilance/Commercial
G&A/Enterprise**

11. SWOT Assessment Example
11
Strengths (Internal) Weaknesses (Internal)
• Our reliable, professional, effective help desk staff.
• We apply a consistent focus on improving level of patient care and accessibility to
resources.
• Dedicated IT team with low turnover.
• Positive relationship with senior management, and level of alignment from a CEO-IT
Leader/CIO perspective tends to be high.
• Our IT budget is restricted to the point of under-resourcing.
• Very slow, bureaucratic approach to integration of new tech.
• The data quality in our organization is very poor, which also means that our business
intelligence capabilities are not mature.
• The majority of our IT team is split amongst multiple functions and operational roles.
• Large number of vendors that makes the practice of managing and consolidating difficult.
• Low rate of new tech adoption due to user preferences.
Opportunities (External) Threats (External)
• It is becoming increasingly safer to store data in the cloud, and we need to consider
decommissioning some of the on-premises storage.
• The business is interested in becoming more innovative and agile in its market, so
we need to consider how we can enable business-technology innovation.
• We have the potential to invest in healthcare informatics.
• New demographics (patients) to reach out to, which will enable us to leverage
technology in a different way.
• Recent acquisition by another medical center has created a significant amount of
operational misalignment.
• Budget constraints at the federal level.
• New regulations with respect to standards in patient care.
• New groups panelling for legislations around healthcare solutions (both an
opportunity and a threat).
Team exercise

12. SWOT Assessment
12
Strengths (Internal) Weaknesses (Internal)
• .
Opportunities (External) Threats (External)
Team Exercise

13. P.E.S.T.L.E Assessment Example
13
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

14. 14
Political
Economic
Social
Technological
Legal
Environmental
P.E.S.T.L.E Assessment

15. Strategy Success/Risk Metrics
15
Metric Description Baseline Checkpoint 1 Checkpoint 2
Alignment of IT projects to business strategy (% of IT projects
that can be directly linked to corporate goals/objectives)
IT project ration (% of IT projects that are strategic versus
operational in nature)
Time since last strategy update (total elapsed time in months
or fiscal quarters)
Achievement of business results that IT strategy contributed to
(% of IT strategic objectives met)
Alignment of IT investments to business strategy (% of total IT
spend on strategic initiatives)
Awareness –Step 3C – build out measurement criteria

16. 2. Design Future state
16

17. Effect of constraints on expectations
Due to capacity, resource, and process constraints, IT can only focus on two elements at any given time?
CHEAP
FAST GOOD
Will take
time
Low
quality
More
expensive
Unattainable
Where is our focus?

18. Start with Why
HOW
WHAT
WHY
1. Why do we do
what we do?
2. What services and
solutions do we
offer?
3. How do we deliver
the services and
solutions?

19. Vision / Mission Statement
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IT Mission
Information Technology Services provides secure, reliable, and integrated technology solutions in alignment
with corporate requirements and goals, while delivering excellence in customer services service.
IT Vision
Information Technology Services will be
recognized as a high performance team
providing technology excellence that
advances bio-defense product research,
development and manufacturing in alignment
with <Client>’s mission and goals.
IT Portfolio
Governance
IT Business
Relationship
IT Risk,
Compliance &
Security
IT Business
Systems
IT
Infrastructure

20. 20
Six Focus Areas to Excel in as an IT organization…..
Technology
Leadership
Operational
Excellence
Teamwork &
Collaboration
Simplification
 Own the
technology
 Enterprise & end to
end thinking
 Drive innovation
with cutting edge
projects
 Leverage cloud
where appropriate
 Effective
collaboration tools
 Stabilize, secure
and optimize the
environment
 Develop TCO
analysis methods to
drive value
 Simplify the IT
estate
 Challenge
complexity & be
LEAN
 Right IT processes
for the right
reason
 Simplify Business
processes
 Challenge
complexity & be
LEAN
 Increase speed &
agility in working
with vendors &
partners
 Improve the user
experience
 Develop IT
alignment to
Business Units &
Functions
 Create valued and
trusted
partnership
Customer Focus
 Clarity of roles &
responsibility
 Culture of
reasonable risk
 Relationships built
on trust & respect
 Diversity not only
valued but sought
Talent
Management
 Foster learning
culture
 Invest in capability
development
 Mindset shift
 Encourage
leadership &
innovation

21. IT Guiding Principles
COPYRIGHT 2017, ITEFFECTIVITY 21
• Process will be measurable
• Processes will enable people to optimize their performance
Guiding principles can be seen as guidelines that drive our behavior or mindset when executing the strategic and operational plans that lead to an organizations
success.
Group Exercise

22. Imperatives / Roadmap Development Approach
COPYRIGHT 2017, ITEFFECTIVITY 22
Determine
Required Actions
Business Capability
Needs and
Implications
Understand
Demand and
Business
Determine IT
Direction
Assess Capabilities
Directional
Guidance for IT
Key IT Capability
Gaps
Actions to Close
Gaps
Plan to Move
Forward
Role of IT
Business
Imperatives
IT Imperatives
• Criticality of IT to
business success
• How business and IT
collaborate
• Business actions and
capabilities required to
execute strategy
• Implications to IT
• IT Goals
• Current state
influences
• IT actions and
capabilities required
to support business
imperatives and fill
current state gaps
IT Programs IT Roadmap
• How IT will support
the business / IT
imperatives
• Programs and
projects
• Logical sequencing of
programs based on:
 Business priority
 Funding
 IT dependencies
Develop Roadmap

23. Business Imperatives
The Business Imperative key elements drive execution detail within the IT Strategy
6/18/2017 23
Imperative 1
• Detail
• Detail
Imperative 2
•Detail
•Detail
Imperative 3
• Detail
• Detail
Imperative 4
•Detail
•Detail
Imperative 5
•Detail
•Detail
Imperative 6
•Detail
•Detail

24. Alignment to Business Imperatives
COPYRIGHT 2017, ITEFFECTIVITY 24
Business
Imperative
Business Imperatives
Business
Imperative
Business
Imperative
Business
Imperative
Business
Imperative
IT
Imperative
IT Imperatives
IT
Imperative
IT
Imperative
IT
Imperative
IT
Imperative
IT
Imperative
1.Program
IT Strategic Programs
• List Projects
• List projects
IT GoalIT Goal IT Goal IT Goal
2.Program 3.Program 4.Program 5.Program 6.Program
• List Projects
• List projects
• List Projects
• List projects
• List Projects
• List projects
• List Projects
• List projects
• List Projects
• List projects

25. IT Imperatives
• Bullet
• Description
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• Bullet
• Description
DESCRIPTION BUSINESS BENEFITS

26. Mapped to Business Imperatives
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Business Imperatives
Theright
informationat
therighttime
Flexible
collaboration
Agile,secure
capabilities
DriveIT
Delivery
Excellence
MatureIT
servicesand
capabilities
Benefits
Realization
Leverage enterprise information across the entire value chain   
Leverage External Partnerships as Key Component of Value Chain and
Serve as Key Partner to Others
    
Accelerate product pipeline     
Establish world-class commercial capabilities     
Focus resources on enterprise priorities      
Drive manufacturing efficiency, flexibility, and agility     
List here     
IT Imperatives

27. Strategic IT Program Summary
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STRATEGIC IT PROGRAM DESCRIPTION

28. IT Program Detail
6/18/2017 COPYRIGHT 2017, ITEFFECTIVITY 28
• List here
• List here
BUSINESS BENEFITS
Strategic Initiatives
• List here
Related Projects
• List here
RISKS & DEPENDENCIES
IT PROGRAM

29. IT Strategy Roadmap Timeline
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30. 6/18/2017 COPYRIGHT 2017, ITEFFECTIVITY 30
Description
The program will drive planning, delivery and value realization…
The program will enable IT to support the following business imperatives:
• Leverage enterprise information across the entire value chain
• Leverage external partnerships as key component of value chain and serve as key partner to others
Key Objectives IT Imperatives Supported
• List
• List
• List
• Detail
• Detail
• Detail
Projects Included within the Program Expected Benefits
• List
• List
• List
• List
• List
• List
Estimated Timeframe for Completion
• List with quarter/annual level dates
IT Program: Name here
Business Sponsor: VP or above
IT Owner: enter IT Director

31. Strategy Risk Assessment
31
Business Goal
IT Program Risk Magnitude Likelihood
Mitigation
Strategy
Pursue?
1
2
3
4
5
6

32. 3. Communicate the IT Strategy
32

33. Stakeholder Communication Plan
33
Communication Type Purpose Audience Communicator Timing
Strategy Framework Vet for feedback Executive Leadership team S. Solomon Beginning of program
Strategy Alignment Discuss for
alignment
Chief legal, CFO. EVP, Bus
Ops
S. Solomon Beginning of program
Current Capabilities
Roadmap
Vet for feedback Key ET and SLT members S.Solomon/
D.Blackwell
After Capabilities defined
here here here here here
here here here here here

34. IT Strategy Refresh Plan
34
Frequency Audience Scope Timeline
here here • here TBD
here here • here TBD
here here • here TBD
here here • here TBD

35. Next STEPS
35

36. Next Steps
• Finalize Current state assessment
• State what will happen
• State decisions needed
• State who, what, when and how
• Execute strategy risk assessment, mitigate risk
• Finalize strategy
6/18/2017 36

37. Summary Findings and Recommendations
An assessment of the current environment generated the following findings and recommendations this
strategy was designed to address.
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FINDINGS RECOMMENDATIONS

38. IT Imperatives Summary List
X IT imperatives are key to enabling business imperatives and addressing gaps in the current environment
assessment.
• List
• Imperatives
• Here
• As they
• Are
• defined
6/18/2017 COPYRIGHT 2017, ITEFFECTIVITY 38

39. List IT Imperatives - generate one page per
• Bullet
• Description
6/18/2017 COPYRIGHT 2017, ITEFFECTIVITY 39
DESCRIPTION
• Bullet
• Description
BUSINESS BENEFITS

40. IT Imperatives Mapped to Business Imperatives
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Business Imperatives IT Imperatives
Theright
information
attheright
time
Flexible
collaboration
Agile,secure
capabilities
DriveIT
Delivery
Excellence
MatureIT
servicesand
capabilities
Benefits
Realization
Leverage enterprise information across the entire value chain   
Leverage External Partnerships as Key Component of Value Chain and
Serve as Key Partner to Others
    
Accelerate product pipeline     
Establish world-class commercial capabilities     
Focus resources on enterprise priorities      
Drive manufacturing efficiency, flexibility, and agility     
List here     

41. Strategic Programs
INTRODUCTION
OVERALL TIMELINE
PROGRAM AND PROJECT DEFINITIONS
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42. Strategic IT Programs Introductions
List here the what and how you will operate
6/18/2017 COPYRIGHT 2017, ITEFFECTIVITY 42

43. Strategic IT Program Summary
6/18/2017 COPYRIGHT 2017, ITEFFECTIVITY 43
STRATEGIC IT PROGRAM DESCRIPTION

44. IT Strategy alignment to Business Imperatives
6/18/2017 COPYRIGHT 2017, ITEFFECTIVITY 44
Business
Imperative
Business Imperatives
Business
Imperative
Business
Imperative
Business
Imperative
Business
Imperative
Business
Imperative
Business
Imperative
IT Imperatives
Business
Imperative
Business
Imperative
Business
Imperative
Business
Imperative
Business
Imperative
Program ProgramProgram Program ProgramProgram Program
IT Strategic Programs
• List Projects
• List projects
• List Projects
• List projects
• List Projects
• List projects
• List Projects
• List projects
• List Projects
• List projects
• List Projects
• List projects
• List Projects
• List projects

45. IT Strategy Implementation Timeline
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46. 6/18/2017 COPYRIGHT 2017, ITEFFECTIVITY 46
Description
The program will drive planning, delivery and value realization…
The program will enable IT to support the following business imperatives:
• Leverage enterprise information across the entire value chain
• Leverage external partnerships as key component of value chain and serve as key partner to others
Key Objectives IT Imperatives Supported
 List
 List
 List
 Detail
 Detail
 Detail
Projects Included within the Program Expected Benefits
 List
 List
 List
 List
 List
 List
Estimated Timeframe for Completion
 List with quarter/annual level dates
IT Program: Name here Business Sponsor: enter business VP or above
IT Sponsor: enter IT Leader, director or above

47. Next Steps
State what will happen
State Decisions needed
State who, what, when and how
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48. Discussion
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For help in bringing your IT strategy to life:
Mary Leonardo Patry
480-393-0722
Mary.Patry@ITeffectivity.Com