IT Strategy
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Some thoughts on how to get going with a practical IT strategy for your business based on the IT Maturity model
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IT Strategy
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.
Developing IT strategy
This document outlines the key steps for developing an effective IT strategy, including understanding the enterprise's direction, assessing the current IT environment and capabilities, defining target IT capabilities, conducting a gap analysis, developing a strategic plan and roadmap, and communicating the strategy. Some of the important activities described are analyzing the current and desired future states of business and IT, identifying goals and capabilities, and developing initiatives to address gaps and migrate systems from current to target environments over time. The overall purpose is to align IT with business objectives and priorities through a collaborative process of information gathering, planning, and consensus building.
Align IT Strategy with Business Strategy
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/
IT Strategy
This document discusses various viewpoints from different IT managers on their IT strategy and priorities. It focuses on using data to drive decisions and improve business operations. Specifically:
1. The CTO wants to focus on building a data team, collecting more data from sources, analyzing more data, and using data to help establish competitive differentiation and improve quality.
2. Data can help organizations improve operations through better metrics, solidify relationships with stakeholders, and make better decisions to reduce risks.
3. A company needs to consider how to leverage its variety of products/services, high transaction velocity, and large data volumes as competitive advantages.
IT Strategy Framework
This document discusses the IT Capability Maturity Framework (IT-CMF) which provides a standard framework for linking corporate strategy to IT strategy. The IT-CMF examines the full spectrum of IT management dimensions across four macro processes - managing IT like a business, managing the IT capability, managing IT for business value, and managing the IT budget. It assesses maturity across five levels and provides guidance on best practices to increase maturity levels and maximize business value delivered by IT.
Business Focused IT 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
IT Strategy & Planning
This document outlines an IT strategy and architecture plan presented by an IT manager. It includes an agenda covering an overview, IT strategy approach and methodology, framework, implementation strategy, portfolio management, governance, and maintenance. Key sections define an IT strategy as supporting business goals and assessing current IT effectiveness, and define architecture as providing a conceptual blueprint. The approach involves reviewing business strategy, assessing current IT, developing strategies and architecture, and maintaining the plan.
Implementing Effective Enterprise Architecture
This document provides an overview of implementing an effective enterprise architecture program. It begins with some disclaimers about competing perspectives on EA. It then discusses the architecture continuum from enterprise to system level. Key aspects of a successful EA program covered include gaining executive sponsorship, starting small and showing quick wins, formalizing governance processes, and planning for both centralization initially and eventual federation. The presentation emphasizes communicating value and celebrating successes.
Recommended
IT Strategy
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.
Developing IT strategy
This document outlines the key steps for developing an effective IT strategy, including understanding the enterprise's direction, assessing the current IT environment and capabilities, defining target IT capabilities, conducting a gap analysis, developing a strategic plan and roadmap, and communicating the strategy. Some of the important activities described are analyzing the current and desired future states of business and IT, identifying goals and capabilities, and developing initiatives to address gaps and migrate systems from current to target environments over time. The overall purpose is to align IT with business objectives and priorities through a collaborative process of information gathering, planning, and consensus building.
Align IT Strategy with Business Strategy
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/
IT Strategy
This document discusses various viewpoints from different IT managers on their IT strategy and priorities. It focuses on using data to drive decisions and improve business operations. Specifically:
1. The CTO wants to focus on building a data team, collecting more data from sources, analyzing more data, and using data to help establish competitive differentiation and improve quality.
2. Data can help organizations improve operations through better metrics, solidify relationships with stakeholders, and make better decisions to reduce risks.
3. A company needs to consider how to leverage its variety of products/services, high transaction velocity, and large data volumes as competitive advantages.
IT Strategy Framework
This document discusses the IT Capability Maturity Framework (IT-CMF) which provides a standard framework for linking corporate strategy to IT strategy. The IT-CMF examines the full spectrum of IT management dimensions across four macro processes - managing IT like a business, managing the IT capability, managing IT for business value, and managing the IT budget. It assesses maturity across five levels and provides guidance on best practices to increase maturity levels and maximize business value delivered by IT.
Business Focused IT 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
IT Strategy & Planning
This document outlines an IT strategy and architecture plan presented by an IT manager. It includes an agenda covering an overview, IT strategy approach and methodology, framework, implementation strategy, portfolio management, governance, and maintenance. Key sections define an IT strategy as supporting business goals and assessing current IT effectiveness, and define architecture as providing a conceptual blueprint. The approach involves reviewing business strategy, assessing current IT, developing strategies and architecture, and maintaining the plan.
Implementing Effective Enterprise Architecture
This document provides an overview of implementing an effective enterprise architecture program. It begins with some disclaimers about competing perspectives on EA. It then discusses the architecture continuum from enterprise to system level. Key aspects of a successful EA program covered include gaining executive sponsorship, starting small and showing quick wins, formalizing governance processes, and planning for both centralization initially and eventual federation. The presentation emphasizes communicating value and celebrating successes.
IT Strategy Assessment & Optimization - Catallysts Approach
The document discusses optimizing an organization's IT strategy through a 3-step approach:
1) Assess the business and IT context to identify opportunities for improvement.
2) Attain optimal alignment between business and IT to move towards business growth and higher IT effectiveness.
3) Evolve the IT strategy to deliver long-term growth by addressing key areas like the operating model and performance measures.
Optimize the IT Operating Model
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.
How to develop and govern a Technology Strategy in 10 weeks
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
IT Strategy Tools
The document discusses various strategies and best practices for IT management. It covers topics such as balanced scorecards, ITIL frameworks, mission and vision statements, SWOT analysis, strategic planning, and employee motivation. Some key guidelines for developing an effective IT strategy include aligning IT with business goals, meeting business needs, managing infrastructure and services, coping with market changes, and managing costs and resources. The top priorities for CIOs are to align IT strategy with business strategy, meet business needs effectively, and ensure infrastructure and service management.
Define an IT Strategy and Roadmap
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.
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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.
Approach To It Strategy And Architecture
The document discusses an approach to IT strategy and architecture that aligns business and IT to enable organizations to adapt to constant change. It presents a framework with four views: business, functional, technical, and implementation. The business view defines goals and drivers. The functional view describes how the solution will be used. The technical view specifies how the system will be built. The implementation view details how the solution will be delivered. It advocates for stakeholder participation and using principles, models, and standards across the views.
How to Articulate the Value of Enterprise Architecture
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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.
IT Governance - COBIT Perspective
Defines IT Governance, its need, what can happen if governance is not applied and how COBIT has all the answers
IT Governance Framework
The document discusses several frameworks for IT governance - COBIT, ITIL, and Val IT. It describes the key components and benefits of each framework. COBIT focuses on controls and metrics for IT processes, while ITIL provides guidance on service delivery and support. Using the frameworks together can provide a comprehensive approach to IT governance that establishes what should be done as well as how.
Introduction to Enterprise architecture and the steps to perform an Enterpris...
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- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategyReview of Information Technology Function Critical Capability Models
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
It governance
Strategic IT Governance defines the formal process of aligning an organization's IT strategy with its overall business goals and overseeing execution. IT governance is important for regulatory compliance, competitive advantage, supporting enterprise goals, innovation, increasing intangible assets, and reducing risk. Effective IT governance involves strategic alignment, value delivery, risk management, resource management, and performance measurement. It requires involvement from leaders, managers, executives, boards, and stakeholders. Challenges include lack of business strategy alignment, ineffective project management, and lack of transparency and controls. Frameworks like COBIT and ITIL can help with governance, and balanced scorecards are effective for performance measurement.
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A tailored enterprise architecture maturity model
The document describes a tailored maturity model for enterprise architecture (EA). It reviews several existing EA maturity models and proposes a 5-level model based on the TOGAF and Gartner ITScore models. The levels are: Initial, Developing, Defined, Managed, and Optimized. At each level, the model specifies how EA should interact with and provide value to the business, IT leadership, and other organizational functions.
What is an operating model
A view on the components of an operating model.
An Operating Model describes how an organisation (usually a business) works. This is made up of business processes, organisation structures, data and technology.
The processes represent HOW the business works. Capabilities represent WHAT the business does. Governance ensures regulatory compliance and business efficiency.
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Viewed as a strategic asset, data can be a source of new internal efficiencies, improved competitive advantage or a source of entirely new products that can be targeted at your existing or new customers.
This slide deck contains the highlights of a one day course on Data Strategy taught as part of the Executive MBA Program at IE Business School in Madrid.
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1) Assess the business and IT context to identify opportunities for improvement.
2) Attain optimal alignment between business and IT to move towards business growth and higher IT effectiveness.
3) Evolve the IT strategy to deliver long-term growth by addressing key areas like the operating model and performance measures.
Optimize the IT Operating Model
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.
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This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
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The document discusses various strategies and best practices for IT management. It covers topics such as balanced scorecards, ITIL frameworks, mission and vision statements, SWOT analysis, strategic planning, and employee motivation. Some key guidelines for developing an effective IT strategy include aligning IT with business goals, meeting business needs, managing infrastructure and services, coping with market changes, and managing costs and resources. The top priorities for CIOs are to align IT strategy with business strategy, meet business needs effectively, and ensure infrastructure and service management.
Define an IT Strategy and Roadmap
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.
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IT strategy is a plan of action to create an information technology capability for maximum, and sustainable value for an organization. In this business best practice slide deck you learn how to assess and setup an IT strategy and a transformation plan.
We provide you with the following best practices:
- IT Strategy Definition and Introduction
- IT Strategy Frameworks
- IT Strategy Approaches and Transformation
Digital Operating Model & IT4IT
Latest thoughts on Operating Model in a Digital World. Presented at The Open Conference in Singapore in October 2018.
Creating A Business Focussed Information Technology Strategy
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.
Approach To It Strategy And Architecture
The document discusses an approach to IT strategy and architecture that aligns business and IT to enable organizations to adapt to constant change. It presents a framework with four views: business, functional, technical, and implementation. The business view defines goals and drivers. The functional view describes how the solution will be used. The technical view specifies how the system will be built. The implementation view details how the solution will be delivered. It advocates for stakeholder participation and using principles, models, and standards across the views.
How to Articulate the Value of Enterprise Architecture
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.
IT Governance - COBIT Perspective
Defines IT Governance, its need, what can happen if governance is not applied and how COBIT has all the answers
IT Governance Framework
The document discusses several frameworks for IT governance - COBIT, ITIL, and Val IT. It describes the key components and benefits of each framework. COBIT focuses on controls and metrics for IT processes, while ITIL provides guidance on service delivery and support. Using the frameworks together can provide a comprehensive approach to IT governance that establishes what should be done as well as how.
Introduction to Enterprise architecture and the steps to perform an Enterpris...
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The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include:
- Line of business workers and IT staff increasingly use unauthorized SaaS apps
- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategyReview of Information Technology Function Critical Capability Models
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
It governance
Strategic IT Governance defines the formal process of aligning an organization's IT strategy with its overall business goals and overseeing execution. IT governance is important for regulatory compliance, competitive advantage, supporting enterprise goals, innovation, increasing intangible assets, and reducing risk. Effective IT governance involves strategic alignment, value delivery, risk management, resource management, and performance measurement. It requires involvement from leaders, managers, executives, boards, and stakeholders. Challenges include lack of business strategy alignment, ineffective project management, and lack of transparency and controls. Frameworks like COBIT and ITIL can help with governance, and balanced scorecards are effective for performance measurement.
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IT Operating Model - Fundamental
The document provides an overview of an IT operating model case study. It discusses building blocks for developing an IT operating model, including business context, business architecture, application architecture, technology architecture, IT organization structure, IT governance, IT valuation, IT budget plan, IT portfolio management, and IT roadmap. It also describes potential deliverables from an IT operating model project such as an enterprise architecture document, IT organization structure, IT governance framework, and IT investment analysis. The case study methodology involves assessing current IT effectiveness, developing an optimal IT organization structure, and aligning IT investment with business planning.
A tailored enterprise architecture maturity model
The document describes a tailored maturity model for enterprise architecture (EA). It reviews several existing EA maturity models and proposes a 5-level model based on the TOGAF and Gartner ITScore models. The levels are: Initial, Developing, Defined, Managed, and Optimized. At each level, the model specifies how EA should interact with and provide value to the business, IT leadership, and other organizational functions.
What is an operating model
A view on the components of an operating model.
An Operating Model describes how an organisation (usually a business) works. This is made up of business processes, organisation structures, data and technology.
The processes represent HOW the business works. Capabilities represent WHAT the business does. Governance ensures regulatory compliance and business efficiency.
Governance and Management of Enterprise IT with COBIT 5 Framework
This courseware was designed for the training entitled 'Governance and Management of Enterprise IT with COBIT 5 Framework' with the objective of understanding COBIT 5 Framework as well as achieving IT Governance effectiveness using the respective framework.
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Digital transformation is crucial for small businesses to overcome competition and derive benefits like reduced costs, improved efficiency and profits. There are five keys to effective digital transformation for small businesses: (1) Provide data to empower employees to make better decisions, (2) Break down silos and boost collaboration across departments, (3) Involve all levels of employees to develop the right business culture and vision, (4) Integrate business systems seamlessly for improved workflows and collaboration, (5) Partner with technology experts to optimize resources and implement the right strategies.
The Future of Business: Trends in Digital Transformation
Digital transformation is the process of integrating digital technology into all aspects of a business, fundamentally changing how it operates and delivers value to customers. This transformation involves utilizing digital tools and technologies to streamline operations, improve efficiency, and enhance the overall customer experience. By embracing digital transformation, businesses can stay competitive in today's fast-paced, technology-driven world.
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ISACA IT GRC Conference 2008 Creating Business Value by means of Stakeholder ...
In marketing a saying goes: “The Customer does not exist” this recognizes that each customer is unique in its desires and requirements and there is no such thing as a one size fits all. In analogy this session sets out with the statement that “The business does not exist”. An enterprise is a unique combination of central or de-central, task, geography, goal and/ or skills oriented divisions and departments. All these stakeholders have individual needs and requirements that might be met or supported by the services offered by the Enterprise IT Domain. To offer a one size fits all solution (per service) in response to this multitude of desires is to reuse the line of though from Henry Ford: “They can have any color they like as long as it is black”. This approach was very useful to help build the company into the global enterprise it is today. Yet at some point in the growth of the organization it was abandoned in favor of more variation of choice as a trip to the ford dealer will tell you. Even a standard product like a McDonalds hamburger varies to suite the (taste) requirements in different parts of the world.
How can the IT Domain of an enterprise growing in complexity, size, geographical presence etc. strategically prepare to deal with this complexity and ensure it will (keep) deliver(ing) maximum value in the eyes of the individual stakeholder (groups)?
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The document discusses how CMOs and CIOs can better collaborate to improve company growth. It outlines the top priorities of each, such as network technology and customer growth. Both seek reduced costs through data analytics and mobile/cloud computing. By aligning goals, jointly planning initiatives, and collaborating in areas like product development and customer insights, the CMO and CIO can ensure IT supports business objectives. As technology becomes central to business, their understanding of customer needs is crucial for relevance.
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The document discusses 4 key reasons why enterprises need to adopt digital transformation: 1) The rise of technologies like big data, mobile, and social media have increased customer power and expectations. 2) Adopting digital enables business agility and adaptability. 3) Digital transformation allows for innovation, responsiveness to customer needs, and fast processes. 4) Digital can drive business value when properly implemented across the entire enterprise rather than in isolated departments. The document advocates for a holistic digital strategy that incorporates technology and culture change throughout the organization.
Digital transformation guide and checklist 2020
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
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This document discusses the results of a survey of over 250 consulting firms regarding managing growth. Key findings include:
- Consulting firms are bullish on future growth, with 41% revenue growth. However, rapid growth brings challenges in project execution, talent retention, and financial management.
- Firms need better visibility into customer, project, and employee lifecycles in order to capitalize on opportunities. Customer lifetime value and retention are seen as most important metrics.
- Many firms still rely on in-house IT systems rather than industry-specific cloud solutions, despite evidence that purpose-built systems provide advantages in decision-making and operational efficiency. Most firms plan to transition more systems to the cloud.
Chap002
The document discusses how companies can gain competitive advantages through strategic uses of information technology (IT). It provides examples of how companies like GE have used IT to build strategic customer relationships and increase profitability. The document also discusses how business process reengineering often involves using IT to integrate and streamline processes. Becoming an agile competitor through virtual collaboration is another strategic use of IT discussed.
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IT Strategy
- 1. IT Strategy © Copyright 2015 Modrus
- 2. What the heck is IT strategy anyway?
- 3. How about…. Where and how should we prioritise the time, money and resources we put into IT to make it a driver of customer satisfaction, business growth, and profit rather than just an operational cost?
- 5. How about…. OK, so most people working in IT nowadays weren’t even born in the 1990s, but this model, by Vaughan Merlyn is one I really like. (NB Vaughan is still forging ahead with great ideas – see here http://www.themerlyngroup.com/blog/ Just because a model is “old” doesn’t mean it isn’t good! It’s a common sense approach to understanding IT strategy as a series of three “IT Maturity Levels”. I’ve adapted it to a 2015 “Cloud World”
- 6. How about…. Key points inherent within the model include: • What the business needs – in red vs what IT needs to deliver – in blue • The levels are sequential and additive – i.e. each one builds on the one before • There is a discontinuity between each level – e.g. to enable innovation requires flexibility and independence that is counter intuitive compared to the focus on integrated systems at earlier levels • Getting Level 1 right – stable infrastructure, doesn’t add as much value as fast as Level 2 – the application layer. Which is why it often feels like you can spend ages and £££s on this and not be any further ahead.
- 7. Three Levels of IT Maturity What the Business needs What IT has to deliverValue Time • Enable business & partnerships • Enable collaboration • Consolidated management information • Integrated processes orientation across business units Business Effectiveness • Foundation systems • Cost savings • Operational information • Functional orientation Business Efficiency • Robust, dependable services/solutions • Core common infrastructure • Stabilise operations and support • Data used ad hoc Infrastructure Focus • Enhanced applications improving operations, business processes and collaboration • Data drives decisions Application Focus • Customer led innovation • Converge business & IT strategy • Flexibility and agility • Data visible across the business Innovation Focus Adapted from work by Vaughan Merlyn at Ernst & Young 1990s • Growth through innovation and differentiation • Flexible agile business capabilities • Business intelligence shared with staff and customers • Customer responsive orientation • Individual unit needs vs corporate whole Business Transformation 1 2 3
- 8. Three basic questions 1. What are the current key drivers of success in my sector ? 2. What are the key drivers for my business? 3. How could we align IT with these?
- 9. How about…. And if you’re stuck with trying to figure out where you could be focusing to drive IT value through your business, then try this model also from Ernst & Young. Their research talks about how high performing businesses focus on pushing ahead in four areas: • Customer Reach • Cost Competitiveness • Stakeholder Confidence • Operational Agility Actually, IT can support all of these, but I have shaded some of the more obvious ones in green
- 10. Source: Ernst & Young: Growing Beyond How high performers are accelerating ahead http://www.ey.com/GL/en/Issues/Driving- growth/Growing-Beyond/Growing-Beyond---How-high- performers-are-accelerating-ahead
- 11. And finally… • Some opportunities to think differently about how you’re running IT in your business – Review IT governance? 1. Operational – keeping the lights on 2. Strategic – alignment with the business – Most businesses spend far too much time on 1 and not enough on 2 • Ask your stakeholders about Maturity Levels 2 and 3 – what do you need to be doing to get up that value curve? – Key fee earners – Key customers • Research and learn from competitors/industry best practice – rather than too much “navel gazing” get your focus outwards.