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- Ken Piddington, Chief Information Officer and Executive Advisor, MRE Consulting
- Glen Notman, Associate Partner, Citihub
- Philip D'Aurelio, Supervisor, Development Solutions, City of Hamilton
- Kevin Vigil, IT Director, Southwest Care Center
- Khaled Hjouj, IT Strategy Consultant
- Jack Hakimian, Director of Application Services, Sun Life Financial
- Three anonymous contributors
- The business does not view IT as a strategic partner. Many CIOs are not invited to participate in any of the organization-wide strategic planning and decision-making. The business isn’t interested in strategic IT planning.
- The IT department does not have the expertise or capacity to develop an effective strategic plan for IT. IT strategy management requires a highly specialized skill set and resource commitment. It is rarely successful if approached as a side activity.
- IT strategies tend to focus mainly on technology and fail to cover other areas. IT strategies are often “too technical” and written in a language the business cannot understand.
- Make informed decisions based on data, not just intuition and assumptions.
- Right-size your IT strategy to address the mandate.
- Establish a strong commitment to execution.
Impact and Result
- Articulating a clear IT strategy that aligns IT with business objectives is the most important activity a CIO can do for the IT department and organization.
- The strategic planning exercise requires that the CIO review the business environment, assess the current state of IT, define a target state that is aligned with the organizational priorities, and focus efforts on IT initiatives that bring tangible benefits to the business.
- The key is to work with the business when developing your IT strategic plan. A solid understanding of business needs combined with a mutual understanding of drivers and constraints will help you create a very effective strategy.
- Creating and executing a successful IT strategy will help thrust IT into a leadership role, especially if the organization has not yet formulated a formal strategy of its own.
This guided implementation is a seven call advisory process.
Call #1 - Determine mandate and scope
Determine mandate; define scope; complete project charter.
Call #2 - Assess drivers and constraints
Assess business drivers; assess external drivers; begin strategy map.
Call #3 - Evaluate the current state of IT
Assess the holistic IT; assess the current state of IT for each focus area; identify performance data.
Call #4 - Develop a target state vision
Identify target state; form target-state options; set target-state vision.
Call #5 - Define the transition initiatives
Identify gaps; identify transition options; select transition initiatives.
Call #6 - Build a roadmap
Determine business-driven priorities; plan to manage change and risk; finalize roadmap and secure approval.
Call #7 - Execute your IT strategy
Discuss any key metrics; identify key execution challenges and possible mitigation techniques; identify key objectives for the next three months.