This document outlines an 8-step approach to developing an IT strategy that aligns technology with business objectives. The steps include: 1) Conducting business discovery to understand strategy, priorities, and IT's role; 2) Evaluating the business perception of current IT services; 3) Conducting a technology audit; 4) Referencing experts and research; 5) Reviewing interim findings; 6) Developing the strategy deliverable; 7) Communicating the strategy to the organization. The goal is to inspire initiatives that unify IT and business goals and provide a roadmap for improving performance through enabling business innovation and mitigating risk.
This document provides an overview of technology essentials for nonprofits. It discusses budget considerations, finding that 83% of nonprofits spend less than 4% of their budget on technology. It also discusses common technology used by nonprofits, such as computers, internet infrastructure, software like Microsoft Office, collaboration systems, databases to track information, and websites. The document provides recommendations and options for setting up effective technology systems on a nonprofit budget.
This passage discusses comprehension exercises and provides tips for answering questions about a given text. It advises to read the passage quickly at first to get the overall idea, then again more slowly to understand details. When answering questions, carefully study them and re-read relevant sections of the text, rewriting those parts in your own words. Definitions of words should be expressed clearly in your own words if asked.
This document provides a cultural report on management practices in Japan. It discusses the following key points:
1. Japan has a population of over 127 million people, with the majority being ethnic Japanese. The main religions are Shinto and Buddhism.
2. Japanese culture scores high on power distance, masculinity, uncertainty avoidance, and long-term orientation in Hofstede's cultural dimensions. This reflects a hierarchical and collective society that values loyalty and long-term relationships.
3. In business, developing personal relationships and trust is essential. Meetings require punctuality and follow strict protocols for seating arrangements. Written contracts and flexibility are important for negotiations.
The University of Alabama's football team is known for its rallying cry "Roll Tide Roll." This short phrase expresses pride and support for the Crimson Tide. Fans shout it at games and other events to show their passion for Alabama football.
The document describes the Sneakerology app, which provides sneaker release date information and community features for sneaker enthusiasts. The app allows users to view release dates for various sneaker brands, set reminders, watch sneaker videos, see what other users like within a social network, and view photos of new sneakers. It has been redeveloped in version 3.0 and is available for iPhone, Android, and iPad.
1) The document discusses two models for integrating a global express parcel network: a primarily owned network and a franchise/collaborative network.
2) A franchise/collaborative network relies on strategic partnerships, selective investments, global IT systems, and shared principles of collaboration to provide a coherent customer experience without owning all assets.
3) Key principles of the franchise/collaborative model include alignment of partner ambitions and values, creating benefits for all partners, knowledge sharing, and developing a collaborative mindset.
- Stocks rallied on the Mumbai stock exchange, lifting the Sensex past 3300, led by gains in Hindustan Lever.
- Foreign and domestic institutional investors were net buyers, particularly of stocks like Castrol, Telco, ITC, and TISCO.
- Hindustan Lever shares surged to a record high, contributing greatly to the Sensex's rise, after the company announced an upcoming meeting to discuss accounts and dividends.
- The Sensex closed nearly 100 points higher than the previous day's close.
Why IT Governance is a powerful business tool. Evaluating the potential for value creation –
the Governance Scorecard. Using the Scorecard to improve IT integration.
This document provides an overview of technology essentials for nonprofits. It discusses budget considerations, finding that 83% of nonprofits spend less than 4% of their budget on technology. It also discusses common technology used by nonprofits, such as computers, internet infrastructure, software like Microsoft Office, collaboration systems, databases to track information, and websites. The document provides recommendations and options for setting up effective technology systems on a nonprofit budget.
This passage discusses comprehension exercises and provides tips for answering questions about a given text. It advises to read the passage quickly at first to get the overall idea, then again more slowly to understand details. When answering questions, carefully study them and re-read relevant sections of the text, rewriting those parts in your own words. Definitions of words should be expressed clearly in your own words if asked.
This document provides a cultural report on management practices in Japan. It discusses the following key points:
1. Japan has a population of over 127 million people, with the majority being ethnic Japanese. The main religions are Shinto and Buddhism.
2. Japanese culture scores high on power distance, masculinity, uncertainty avoidance, and long-term orientation in Hofstede's cultural dimensions. This reflects a hierarchical and collective society that values loyalty and long-term relationships.
3. In business, developing personal relationships and trust is essential. Meetings require punctuality and follow strict protocols for seating arrangements. Written contracts and flexibility are important for negotiations.
The University of Alabama's football team is known for its rallying cry "Roll Tide Roll." This short phrase expresses pride and support for the Crimson Tide. Fans shout it at games and other events to show their passion for Alabama football.
The document describes the Sneakerology app, which provides sneaker release date information and community features for sneaker enthusiasts. The app allows users to view release dates for various sneaker brands, set reminders, watch sneaker videos, see what other users like within a social network, and view photos of new sneakers. It has been redeveloped in version 3.0 and is available for iPhone, Android, and iPad.
1) The document discusses two models for integrating a global express parcel network: a primarily owned network and a franchise/collaborative network.
2) A franchise/collaborative network relies on strategic partnerships, selective investments, global IT systems, and shared principles of collaboration to provide a coherent customer experience without owning all assets.
3) Key principles of the franchise/collaborative model include alignment of partner ambitions and values, creating benefits for all partners, knowledge sharing, and developing a collaborative mindset.
- Stocks rallied on the Mumbai stock exchange, lifting the Sensex past 3300, led by gains in Hindustan Lever.
- Foreign and domestic institutional investors were net buyers, particularly of stocks like Castrol, Telco, ITC, and TISCO.
- Hindustan Lever shares surged to a record high, contributing greatly to the Sensex's rise, after the company announced an upcoming meeting to discuss accounts and dividends.
- The Sensex closed nearly 100 points higher than the previous day's close.
Why IT Governance is a powerful business tool. Evaluating the potential for value creation –
the Governance Scorecard. Using the Scorecard to improve IT integration.
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.
The document discusses achieving operational excellence through integrating information technology (IT) and operational technology (OT) systems. It describes Rolta's approach to operational excellence, which involves defining objectives and key performance indicators across eight elements: operations, assets, maintenance/reliability, projects, supply chain, health/safety/environment, sustainability, and business. Rolta's solution, Rolta OneView, provides pre-built analytics and insights to help organizations integrate their IT and OT systems for improved decision-making and operational performance.
How Technology Can Enhance Your NonProfit Part 1The TNS Group
Technology can enhance nonprofits in several ways:
1) Upgrading technology can increase productivity and efficiency, streamline operations, and enhance fundraising efforts while also improving collaboration and ensuring data security.
2) Both private and public funding is available for technology upgrades, and working with financial advisors experienced in these areas can help nonprofits plan organizational changes through technology.
3) Including technology in strategic plans provides documentation to support discussions with donors about how upgrades further the nonprofit's mission and allow for technical assessments to outline necessary infrastructure changes.
Michel hebert info tech - misa presentationMichel Hébert
AI promises to make it easier to find the content you need to resolve incidents faster, and automate tasks so humans can work more efficiently. We are still in the early stages of the AI adoption cycle, however. As with all transformative technologies, the uses cases are getting ahead of the actual tools at our disposal. This session will map out some early uses for ITSM automation in government, and propose how to proceed in light of the uncertainty surrounding the technology.
Technology intelligence aims to help companies identify technological opportunities and threats that could impact their future growth. It involves capturing and analyzing information on market, product and technology changes from internal and external sources. This helps companies in strategic planning and decision making. Technology mapping is the process of gathering external technological data and analyzing it to derive intelligence for strategic decisions. It involves scanning the environment, monitoring trends, forecasting future technological changes, and assessing implications. Technology forecasting uses expert opinions and scenarios to estimate the capabilities and probabilities of future technological developments. It helps companies maximize gains and minimize losses from external events, offset competitors' actions, and develop plans.
The document provides an overview of KeyInterval Research, a market research firm that studies practitioners in HR and recruiting. It focuses on what makes software implementations successful based on surveys of 824 people involved in successful implementations. The main findings are that 82% of successful implementations were transformation projects rather than just optimization projects, and that common principles of success were found regardless of the size or complexity of the implementation. The report details insights into the attributes and actions that characterize successful implementations.
This presentation was done for our term paper where we went to two organizations namely Shwapno and The City Bank ltd of Bangladesh and conducted survey on the employees about how they were using their information systems and how much comfortable they were. a brief discussion of information systems is provided here with a discussion on nformation systems in perspective of Bangladesh.
The document provides an overview of a presentation by Donny Shimamoto on managing information for impact in nonprofits. Donny is the founder and managing director of an IT consultancy focused on nonprofits. He has expertise in IT management and is a recognized speaker on using information and technology to strengthen nonprofits. The presentation covers developing an IT strategy aligned with mission and business needs, understanding the value of information and how to collect the right data, developing an information architecture and enterprise architecture, and selecting information systems.
The document provides a framework for measuring the revenue influence achievable by the activities of the Chief Data Officer (CDO). It outlines how information is linked to organizational value by facilitating strategies and tactics. The CDO is responsible for ensuring optimal use of information and negotiating the percentage of value attributed to information assets. Metrics are suggested to measure the effectiveness of the CDO in optimizing information use, especially in non-routine situations, and the revenue attributable to the CDO's efforts in influencing information value.
Nem360 2017 setting technology trends into the strategic context v200Markku Rehberger
Markku Rehberger is a project manager for GDPR compliance who has experience in various industries including IT, manufacturing, energy, and construction. In his presentation, he discusses the need for companies to develop digital strategies that leverage new technologies in order to stay competitive. He notes that most companies currently lack clear strategies and the management capabilities needed to effectively utilize technology. Rehberger advocates that companies analyze strategic contexts, design new business capabilities directed by technology, and focus on automation and cognitive computing in order to prevail against competitors in the digital age.
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Brazil)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in Brazil.
Key drivers that influence a Tech Startup’s Software Outsourcing DecisionMindfire LLC
For any Startup, challenges are plenty — from developing a robust business plan with the available capital, followed by setting up a software development team that has the necessary expertise, and subsequently marketing it fast and good enough to beat the competition. But if the entire edifice is heavily dependent on software, either as a pillar or an enabler, possessing the right capabilities holds the key to everything else. And if the choice is made to outsource, enough focus and importance have to be then given towards making the right decision.
Heriot Prentice has over 28 years of experience in internal auditing, including as an Audit Team Leader for the Scottish Office Audit Unit and as a Senior Manager of Enterprise Risk Security with Deloitte. He is also a member of the Institute of Internal Auditors. Data mining uses mathematical analysis to discover patterns and trends in large data sets that cannot be found through traditional exploration. It can review 100% of an organization's data to provide additional assurance and help identify fraud. Example areas where data mining can be used include asset management, loans, investments, cash disbursements, credit cards, and accounting. Heriot and his team can help clients select data analysis software, educate staff on its use, and perform
Vertex aims to establish an analytical data repository and business intelligence program to extract value from information silos. The summary proposes a strategic framework with the following elements:
1. Establish a BI Competency Center to provide leadership and governance over the program.
2. Implement a BI Foundation consisting of standards, skills, processes, and technologies to evolve the organization from being data-constrained to information-enabled.
3. Take an incremental approach, first addressing current needs while building capabilities to support more advanced, strategic analytics and proactively manage the business over time.
This document discusses IT due diligence and provides an overview and checklist for evaluating key aspects of an organization's IT systems and capabilities. IT due diligence involves investigating and assessing a company's IT infrastructure, software, processes, documentation, staffing, and strategy to understand how reliant and well-supported the business is by its technology systems. The checklist covers areas like hardware and software assets, security, staff skills, documentation, and strategic planning. An independent assessment of IT due diligence can be conducted during mergers, acquisitions, investments, or sales to evaluate risks and ensure systems are sufficient to support business operations.
3gamma whitepaper the state of it service management in agile organizations (...Jens Ekberg
3gamma's whitepaper on The state of IT service management in agile organizations.
Swedish companies are struggling with the balance between governance, control and stability, and the need for greater innovation and flexibility. Conflicting forces are driving complexity. Regulatory requirements are increasing the demand for greater control and governance whilst at the same time customer demands are accelerating and changing. IT is caught in the middle – trying to balance stability, control and maintaining operations whilst, at the same time, delivering innovation.
3gamma has surveyed 100 IT leaders on how to manage the balance between control and innovation with a special focus on the perceived conflict between IT service management frameworks and agile methodologies.
An agile IT organization is not created through the adoption of an agile development methodology. There is no quick fix. Becoming a high-performing IT organization cannot be attributed to a single factor. It is done through focused execution of a business-driven IT strategy encompassing people, processes and technology.
3gamma’s survey shows that the issues experienced within the participating organizations can’t be attributed to any specific methodology or framework. They are generic and wide-spread.
From the financial sector, through retail, to media, the pre-requisites vary. The companies and organizations within 3gamma’s study that are successful in meeting their businesses’ requirements, regardless of size or industry, share a set of common traits:
* Customer centricity
* Communication
* Continuous improvement
* Removing obstacles
The document summarizes key points from a business analytics conference. It discusses how analytics has become more important and useful due to increased data and new tools. While analytics is helping organizations, clear business needs and leadership support are still needed to ensure insights are properly used. There is a shortage of analytics talent, and on-the-job training is critical for developing skills. India has a large share of the analytics outsourcing market but can move further up the value chain through faster delivery and challenging itself.
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.
The document discusses achieving operational excellence through integrating information technology (IT) and operational technology (OT) systems. It describes Rolta's approach to operational excellence, which involves defining objectives and key performance indicators across eight elements: operations, assets, maintenance/reliability, projects, supply chain, health/safety/environment, sustainability, and business. Rolta's solution, Rolta OneView, provides pre-built analytics and insights to help organizations integrate their IT and OT systems for improved decision-making and operational performance.
How Technology Can Enhance Your NonProfit Part 1The TNS Group
Technology can enhance nonprofits in several ways:
1) Upgrading technology can increase productivity and efficiency, streamline operations, and enhance fundraising efforts while also improving collaboration and ensuring data security.
2) Both private and public funding is available for technology upgrades, and working with financial advisors experienced in these areas can help nonprofits plan organizational changes through technology.
3) Including technology in strategic plans provides documentation to support discussions with donors about how upgrades further the nonprofit's mission and allow for technical assessments to outline necessary infrastructure changes.
Michel hebert info tech - misa presentationMichel Hébert
AI promises to make it easier to find the content you need to resolve incidents faster, and automate tasks so humans can work more efficiently. We are still in the early stages of the AI adoption cycle, however. As with all transformative technologies, the uses cases are getting ahead of the actual tools at our disposal. This session will map out some early uses for ITSM automation in government, and propose how to proceed in light of the uncertainty surrounding the technology.
Technology intelligence aims to help companies identify technological opportunities and threats that could impact their future growth. It involves capturing and analyzing information on market, product and technology changes from internal and external sources. This helps companies in strategic planning and decision making. Technology mapping is the process of gathering external technological data and analyzing it to derive intelligence for strategic decisions. It involves scanning the environment, monitoring trends, forecasting future technological changes, and assessing implications. Technology forecasting uses expert opinions and scenarios to estimate the capabilities and probabilities of future technological developments. It helps companies maximize gains and minimize losses from external events, offset competitors' actions, and develop plans.
The document provides an overview of KeyInterval Research, a market research firm that studies practitioners in HR and recruiting. It focuses on what makes software implementations successful based on surveys of 824 people involved in successful implementations. The main findings are that 82% of successful implementations were transformation projects rather than just optimization projects, and that common principles of success were found regardless of the size or complexity of the implementation. The report details insights into the attributes and actions that characterize successful implementations.
This presentation was done for our term paper where we went to two organizations namely Shwapno and The City Bank ltd of Bangladesh and conducted survey on the employees about how they were using their information systems and how much comfortable they were. a brief discussion of information systems is provided here with a discussion on nformation systems in perspective of Bangladesh.
The document provides an overview of a presentation by Donny Shimamoto on managing information for impact in nonprofits. Donny is the founder and managing director of an IT consultancy focused on nonprofits. He has expertise in IT management and is a recognized speaker on using information and technology to strengthen nonprofits. The presentation covers developing an IT strategy aligned with mission and business needs, understanding the value of information and how to collect the right data, developing an information architecture and enterprise architecture, and selecting information systems.
The document provides a framework for measuring the revenue influence achievable by the activities of the Chief Data Officer (CDO). It outlines how information is linked to organizational value by facilitating strategies and tactics. The CDO is responsible for ensuring optimal use of information and negotiating the percentage of value attributed to information assets. Metrics are suggested to measure the effectiveness of the CDO in optimizing information use, especially in non-routine situations, and the revenue attributable to the CDO's efforts in influencing information value.
Nem360 2017 setting technology trends into the strategic context v200Markku Rehberger
Markku Rehberger is a project manager for GDPR compliance who has experience in various industries including IT, manufacturing, energy, and construction. In his presentation, he discusses the need for companies to develop digital strategies that leverage new technologies in order to stay competitive. He notes that most companies currently lack clear strategies and the management capabilities needed to effectively utilize technology. Rehberger advocates that companies analyze strategic contexts, design new business capabilities directed by technology, and focus on automation and cognitive computing in order to prevail against competitors in the digital age.
SolarWinds IT Trends Report 2015: Business at the Speed of IT (Brazil)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in Brazil.
Key drivers that influence a Tech Startup’s Software Outsourcing DecisionMindfire LLC
For any Startup, challenges are plenty — from developing a robust business plan with the available capital, followed by setting up a software development team that has the necessary expertise, and subsequently marketing it fast and good enough to beat the competition. But if the entire edifice is heavily dependent on software, either as a pillar or an enabler, possessing the right capabilities holds the key to everything else. And if the choice is made to outsource, enough focus and importance have to be then given towards making the right decision.
Heriot Prentice has over 28 years of experience in internal auditing, including as an Audit Team Leader for the Scottish Office Audit Unit and as a Senior Manager of Enterprise Risk Security with Deloitte. He is also a member of the Institute of Internal Auditors. Data mining uses mathematical analysis to discover patterns and trends in large data sets that cannot be found through traditional exploration. It can review 100% of an organization's data to provide additional assurance and help identify fraud. Example areas where data mining can be used include asset management, loans, investments, cash disbursements, credit cards, and accounting. Heriot and his team can help clients select data analysis software, educate staff on its use, and perform
Vertex aims to establish an analytical data repository and business intelligence program to extract value from information silos. The summary proposes a strategic framework with the following elements:
1. Establish a BI Competency Center to provide leadership and governance over the program.
2. Implement a BI Foundation consisting of standards, skills, processes, and technologies to evolve the organization from being data-constrained to information-enabled.
3. Take an incremental approach, first addressing current needs while building capabilities to support more advanced, strategic analytics and proactively manage the business over time.
This document discusses IT due diligence and provides an overview and checklist for evaluating key aspects of an organization's IT systems and capabilities. IT due diligence involves investigating and assessing a company's IT infrastructure, software, processes, documentation, staffing, and strategy to understand how reliant and well-supported the business is by its technology systems. The checklist covers areas like hardware and software assets, security, staff skills, documentation, and strategic planning. An independent assessment of IT due diligence can be conducted during mergers, acquisitions, investments, or sales to evaluate risks and ensure systems are sufficient to support business operations.
3gamma whitepaper the state of it service management in agile organizations (...Jens Ekberg
3gamma's whitepaper on The state of IT service management in agile organizations.
Swedish companies are struggling with the balance between governance, control and stability, and the need for greater innovation and flexibility. Conflicting forces are driving complexity. Regulatory requirements are increasing the demand for greater control and governance whilst at the same time customer demands are accelerating and changing. IT is caught in the middle – trying to balance stability, control and maintaining operations whilst, at the same time, delivering innovation.
3gamma has surveyed 100 IT leaders on how to manage the balance between control and innovation with a special focus on the perceived conflict between IT service management frameworks and agile methodologies.
An agile IT organization is not created through the adoption of an agile development methodology. There is no quick fix. Becoming a high-performing IT organization cannot be attributed to a single factor. It is done through focused execution of a business-driven IT strategy encompassing people, processes and technology.
3gamma’s survey shows that the issues experienced within the participating organizations can’t be attributed to any specific methodology or framework. They are generic and wide-spread.
From the financial sector, through retail, to media, the pre-requisites vary. The companies and organizations within 3gamma’s study that are successful in meeting their businesses’ requirements, regardless of size or industry, share a set of common traits:
* Customer centricity
* Communication
* Continuous improvement
* Removing obstacles
The document summarizes key points from a business analytics conference. It discusses how analytics has become more important and useful due to increased data and new tools. While analytics is helping organizations, clear business needs and leadership support are still needed to ensure insights are properly used. There is a shortage of analytics talent, and on-the-job training is critical for developing skills. India has a large share of the analytics outsourcing market but can move further up the value chain through faster delivery and challenging itself.
1. IT Strategy Development
How to make IT a strategic business enabler,
en ance s are ol er alue, an mi gate risk
Business Vision
& Strategy
IT Vision
IT Strategy
IT Tactics & Operations
People Infrastructure Applications Processes
The Infology Group, Inc.
2. IT Strategy Development
PAGE 2
ro e Overv e
In ology regar IT trateg e a pre r p on or a on e organ a on ave t e l ry o on tr ng long-term
plan a prepara on or more plann ng o t organ a on ant IT Strate gy ...
to o t eno g plann ng to en y an allo gn ant
nve tment an to o t e r a v e over t e r o en IT Strategy is all about defining the future,
understanding the present, and describing the
plann ng or on
path from here to there.
An IT trategy o l not only be n omplete al gnment t
A successful strategy inspires valuable
t e b ne trategy b t al o en an e t e b ne trategy We, initiatives, initiates focused action, and unifies
t ere ore, al ay tart t b ne v on an relate IT and its business communities around
trateg e By go ng ba k to t e n amental o t e b ne e common goals.
an evelop an IT v on t at o e on ma m ng t e val e Good IT strategies are good business.
ontr b on o te nology
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organ a on an rom o t e o r e T allo g er al ty re lt an en o rage are o ner p o e on
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governan e are n pla e
An Eight Step Approach
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1. Conduct Business Discovery
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a gmente t p bl ly ava lable n try an ompe tor n orma on n l ng tren an ben mark ng ata
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an trateg plan O r approa n over r al pr or e an key b ne r ver , n t e onte t o ompe ve pre re
a ng t e organ a on a a ole ng t e e n g t a a ompa , t e overy pro e e ten e t ro g t e balan e o
t e b ne omm n ty O r approa en re an n er tan ng o t e overall b ne trategy an eterm ne t e e tent
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e g , Appl a on Implementa on, C ange anagement, D a ter e overy, Se r ty, IT al e ea rement etr
Corporate e ve , D v onal an n t ea er are nterv e e In g t or tomer an pply a n partner may be
ga ne rom re t nterv e or t e r nternal repre enta ve It mportant to ga n a per pe ve rom a e var ety o
The Infology Group, Inc.
3. IT Strategy Development
PAGE 3
b ne n on an lo a on to e tabl lear pa ern o per orman e an to remove ran om no e rom t e eval a on
T e o t ome o t e er e a o mente n er tan ng o t e rrent A I an e pe te To Be b ne
env ronment an o IT per orm n el ver ng val e to t e b ne
. or u ate Business ercep on o
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ompar on to e ternal ben mark ata
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el very t n t e IT Strategy el verable
3. Conduct Discovery
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t e organ a on te nolog al apab l e an t el very T e IT management nterv e are m l a ete We rev e
ey man re o r e on era on n l e ey appl a on n l e
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• Intelle t al roperty g t • ro v ty De ktop
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ey n ra tr t re on era on n l e • Appl a on A on Implementa on
• Data Center • Sy tem Development
• AN / WAN / De ktop • C ange anagement
• Internet / Intranet / tranet • Ba k p D a ter e overy
• Tele omm n a on • elp De k roblem ala on
• Capa ty l a on lann ng • Se r ty
• Con ngen y lann ng • De ktop Stan ar Compl an e
man re o r e , n ra tr t re, appl a on , an ore IT pro e e
4. Re erence Experts & Research.
e b ne e allenge are n e an olate - e b ne may not affor to be t e earl e t a opter o
emerg ng te nology O r approa rev e ava lable oma n e per e an re ear t re pe t to n try pra e
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an e per en e b t al o en re t e IT Strategy on tent t e ternal te nology re on
The Infology Group, Inc.
4. IT Strategy Development
PAGE 4
5. Review nteri indings
T e IT Strategy no beg n to take ape ee ba k on t e pro e to ate r al to val ate a mp on an
on l on T e re lt o overy a v e an t e re on an tr t re o t e nal el verable rev e e t t e
Sen or ea er p Team n a ork ng e on T e p rpo e not only to ver y t e a ra y o ob e ve n ng b t al o
a eve agreement on t e analy o per ep on a repre ente t n t e at r ty o el By e po ng t e ma n t rea o
emerg ng IT In a ve or early ee ba k, agreement on a et o IT n a ve t at ll n erp n t e trategy a ompl e
t b y- n a ro t e Sen or ea er p Team
6. Bui d Strategy De iverab e
W t n a lear IT Strategy, more t an anyt ng, ompan e ant to kno at to o T e key to g ve a lear roa map
t at an be n er too an ollo e to a eve t e mprove per orman e t e , on l on , an re ommen a on
learly pr or e an e ba k to b ne ob e ve o on enabl ng b ne n a ve t at en an e are ol er val e
le m ga ng r k IT Strategy Del verable a t e ollo ng Table o Content
. Co unicate Strategy to rgani a on
T e IT Steer ng Comm ee, a part o t overall omm n a on trategy, m t effe vely omm n ate t e Strateg IT
a B ne State e Strateg IT In a ve
A I Organ a onal
To Be In ra tr t re
b r or e B ne In a ve Appl a on
IT A I State v IT ro e e
ea ne or C ange IT In a ve oa map
eople g IT In a ve Inve tment S ale / S ope / Bene t
In ra tr t re IT In a ve k A e ment ga on
Appl a on IT In a ve r or e ag a rant
v IT ro e e
oa map to t e IT organ a on an t e b ne omm n ty at large T o ay omm n a on key to ma nta n a alog e o
n er tan ng to rrent n a ve tat an o t e e n a ve t nto an overall plan an , to en re b ne pro e
o ner ave a annel to mpart kno le ge o ang ng on on
8. Manage the Strategy
T e IT Steer ng Comm ee a , a a pr n pal re pon b l ty, t e role to mon tor t e e e on o an p ate to t e IT
Strategy D r ng t e IT Strategy evelopment pro e , ey er orman e In ator I are en e ll be e to
mea re overall e o e e on A onally, ea n a ve ll ave a part o t B ne Ca e OI mo el pe I
t at ll be e to manage n a ve e e on
T e eo I prov e t e ab l ty to not only mon tor an mea re e b t al o en re t at management a en on
promptly o e on area may re re trategy a tment T mely an a rate rea on to a ang ng b ne
env ronment key to overall e
he Bo o ine
IT Strategy evelopment an organ pro e , t ro g on n al re nement, o e IT a v e an nve tment
on b ne ob e ve to en an e val e In ology a o n t at mo t organ a on an a ompl an IT Strategy
evelopment pro e t n to ay epen ng on t e e, omple ty an ver ty o t e organ a on A lear
n er tan ng o t e b ne v on an trateg n a ve rea ng ell nto n t management an a elerate IT Strategy
evelopment
The Infology Group, Inc.