The document outlines a presentation on developing a technology-enabled business strategy to align with company goals in a digital era. It emphasizes the integration of IT across all business functions, the necessity of understanding current and emerging technologies, and the importance of communication within the organization. Key steps include defining business objectives, analyzing competitors, and identifying business-related risks that technology can address.

1. IT STRATEGY
Your Company
IT STRATEGY
This presentation outlines the
steps required to produce a
Technology enabled Business
Strategy which will support
your business goals to further
Your Company’s successes into
the future in this Digital age.
Your Company
Logo

2. Background information
Summary
Current Environment & Assumptions
Risks & Considerations
Conclusion
IT STRATEGY
Content

3. IT STRATEGY
Who am I?
• Creagh Warren
• +61 419 396 772
• creagh.warren@icloud.com
• DOB: 6th July, 1972
• Dip Eng (Elec), B.App.Sc (Comp), MBA
• Strategic Business & Technology Leader
• Over 25 years of international
experience and a reputation as a highly
valued strategic partner
• Worked with organisations including:
AXA, Citibank, Deutsche Bank, KPMG,
University of Cambridge, IT Global (UK)
and Starbucks
Personal
information

4. IT STRATEGY
Who are we?
Who are we
We make X and Y. With these products, our community of
customers achieve amazing things. We are based in Berlin
with offices located all around the globe and our company is
run by its founders – Burt and Ernie – who established Your
Company in 1999.
What do we produce/offer?
We produce and distribute production and performance
applications as well as a collection of related tools and
sample libraries.
Our customers purchase, download and authorise our
products from our Website.
We also have a very strong global presence in educational
institutions and universities and launched a Certification
Program in 2005 to licence certified trainers.

5. IT STRATEGY
What is it?
Evolution of Technology / IT
• Technology no longer refers to
hardware like calculators that
replaced slide rules or PCs or
servers – it is service oriented
• We are now in the Digital era
where technology is no longer a
separate component to business, it
is integrated into every part of
business, from Finance to Marketing
to HR and not just Operations
• Technology is no longer just a cost
centre, it needs to provide a ROI just
like Marketing
Technology Enabled Business Strategy
• Technology is now a part of the
Business Strategy
• There should be no separate IT
Strategy
• There should be a Technology
enabled Business Strategy
Your Company
• Continue the transition from a startup
mentality, which has lead to REACTIVE
technology, to being PROACTIVE, in
support of a responsive, dynamic and
innovative strategy and business
• IT needs to work with Sales,
Marketing & HR not just Operations

6. IT STRATEGY
Business Drivers
• Improve business
processes & procedures
for customers
• Add value to services we
supply
IT STRATEGY
Why do we need it?
Organisational
Drivers
• Support staff and
business growth
• Scalable & flexible
Technical Drivers
• Security, viruses, spam
• Performance & Capacity
planning

7. IT STRATEGY
How do we do it?
Objectives
• Define Business goals and objectives
• Identify competitors and their strategies
• Understanding our current business and technology environment
• Understand technology available today and emerging technology
• Develop solutions to take us where we want to go
• Identify business Risks that are both created by and can be solved by technology
• Support traditional business growth methods of increased customers, profit
margins, purchase frequency and customer retention

8. IT STRATEGY
Current Environment
IT
• Audit and document our
technology environment to
get a ‘State of the Estate’
• Strengths, Weaknesses,
Opportunities & Threats
(SWOT) analysis of IT
• SLAs (internal & external)
• Current expenditure and
budget
Our Business
• Current performance –
adequate, issues?
• Current challenges and
restrictions faced by the
business
• Business processes and
procedures – business flow
diagrams
• What does our business
want to do that they can’t do
or aren’t doing now?
Our Customers
• Customers perspective of us
• Customer survey
• What would our customers
like us to be able to offer
them?
• How can we make customer
interactions with us
smoother and easier?
COMMUNICATION

9. IT STRATEGY
Assumptions
Assumptions
Based on information currently at hand we know:
• Some staff administer their computers themselves
• We have inconsistency in applications providing the same solutions
• We have custom/bespoke software with only a subset of business processes
supported with market solutions e.g. CRM
• Some infrastructure hosted internally, some hosted externally

10. IT STRATEGY
Risks
Risks
Based on our assumptions, potential risks are:
• BYOD – licensing/legal, support, security, shadow IT (uncontrolled expenditure),
inconsistent/aged hardware/software
• Bespoke software – support, knowledge loss with attrition of staff, incompatible
formats of documents and information, inconsistent public image
• Externally hosted infrastructure/services (Cloud) – SLAs, support, response
times, knowledge, security
• Responsiveness, flexibility, scalability, capacity to meet business demands

11. IT STRATEGY
Considerations
Considerations
Based on the identified risks, some considerations might be:
• Disaster Recovery Plan leading to a Business Continuity Plan (DRP/BCP)
• Standard Operating Environment (SOE)
• Rolling refresh program for hardware/software linked to financial depreciation
of assets
• Upgraded ITSM framework and system to analyse IT SLAs, introduce Change
Management, reduce support requirements, identify issues and manage assets
• Implementation of an Enterprise Response Planning (ERP) system to integrate
and streamline business processes from financials to CRM to e-commerce to
logistics and asset management

12. Startup, Reactive
• Startup mentality which has lead to
REACTIVE technology
• Organically grown technology
environment that has high costs in terms of
time and support
• Inflexible, unscalable
• Generally only communication between IT
and the business when there is a problem
Dynamic, Responsive, Innovative
• PROACTIVE technology that supports a
dynamic, responsive and innovative
company
• Seamless, frequent communication and
continual collaboration with all of the
business – Sales, Marketing and HR – not
just Operations
• Bringing ideas to and empowering the
business to support business growth and
reach new customers and markets
IT STRATEGY
Objective

13. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
• Define Business
Strategy
• Identify
Competition
• Understand
current business
& technology
environment
• Understand
current &
emerging
technology
• Identify Business
Risks & Issues
created and
solved by
technology
• Develop
solutions to take
us where we want
to go
• Define
Technology
Enabled Business
Strategy
IT STRATEGY
Steps
Communication, communication, communication
Technology
(IT)
Sales Marketing
Operations
Finance &
Administration

14. IT STRATEGY
Conclusion
In conclusion we need to:
• Define and understand the current Business Strategy
• Understand our current environment
• Understand current and emerging technology
• Establish communications between IT and both the
business and our customers
• Recognise that there is no such thing as an IT
Strategy – we want to create a Technology enabled
Business Strategy that defines Business Objectives
and incorporates all areas of the business including
Finance, Sales, Marketing, HR and Operations