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Formalize Your Digital Business Strategy

Stay relevant in an evolving digital economy.

Your organization already has a digital strategy, but there is a lack of understanding of what digital means across the enterprise. Digital investments have been made in the past but failed to yield or demonstrate business value. Given the pace of change, the current digital strategy is outdated, and new digital opportunities need to be identified to inform the technology innovation roadmap.

Our Advice

Critical Insight

Turn your digital strategy into a compelling change story that will create a unified vision of how you want to transform your business.

Impact and Result

  • Identify new digitally enabled growth opportunities.
  • Understand which digital ideas yield the biggest return and the value they generate for the organization.
  • Understand the impact of opportunities on your business capabilities.
  • Map a customer journey to identify opportunities to transform stakeholder experiences.

Formalize Your Digital Business Strategy Research & Tools

1. Formalize Your Digital Business Strategy – a document that walks you through a series of activities to help brainstorm and ideate on possible new digital opportunities as an input into building your business case for a new IT innovation roadmap.

Knowing which digital opportunities create the greatest business value requires a structured approach to ideate, prioritize, and understand the value they create for the business to help inform the creation of your business case for investment approval.

Formalize Your Digital Business Strategy

Stay relevant in an evolving digital economy

Executive Summary

Your Challenge

Common Obstacles


  • Since 2020, the environment has been volatile, leading many CIOs to rethink their priorities and strategies.
  • The organization already has a digital strategy, but there is a lack of understanding of what digital means across the enterprise.
  • Digital investments have been made but fail to demonstrate the business value.
  • The current digital strategy was developed in isolation and failed to garner consensus on a common understanding of the digital vision from across the business.
  • CIOs struggle to understand what existing capabilities need to transform or what new digital capabilities are needed to support the digital ambitions.
  • The existing Digital Strategy is synonymous with the IT Strategy.
  • Identify new digitally enabled growth opportunities.
  • Understand which digital ideas yield the biggest return and the value they generate for the organization.
  • Understand the impact of opportunities on your business capabilities.
  • Map the customer journey to identify opportunities to transform the stakeholder experience.

Info-Tech Insight

Turn your existing digital strategy into a compelling change story that will create a unified vision of how you want to transform your business.

Info-Tech’s Digital Transformation Journey

Your journey: An IT roadmap for your Digital Business Strategy

The image contains a screenshot of Info-Tech's Digital Transformation Journey.

By now, you understand your current business context and capabilities

The image contains a screenshot of the IT roadmap for your Digital Business Strategy.

By this point you have leveraged industry roundtables to better understand the art of the possible, exploring global trends, shifts in market forces, customer needs, emerging technologies, and economic forecasts to establish your business objectives and innovation goals.

Now you need to formalize digital business strategy.

Phase 1: Industry Trends Report

The image contains a screenshot of phase 1 industry trends report.

Phase 2: Digital Maturity Assessment

The image contains a screenshot of phase 2 digital maturity assessment.

Phase 3: Zero-In on Business Objectives

The image contains a screenshot of phase 3 Zero-in on business objectives.

Business and innovation goals are established through stakeholder interviews and a heatmap of your current capabilities for transformation.

Since 2020, market dynamics have forced organizations to reassess their strategies

The unprecedented pace of global disruptions has become both a curse and a silver lining for many CIOs. The ability to maximize the value of digital will be vital to remain relevant in the new digital economy.

The image contains a screenshot of an image that demonstrates how market dynamics force organizations to reassess their strategies.

Formalize your digital strategy to address industry trends and market dynamics

The goal of this phase is to ensure the scope of the current digital strategy reflects the right opportunities to allocate capital to resources, assets, and capabilities to drive strategic growth and operational efficiency.

There are three key activities outlined in this deck that that can be undertaken by industry members to help evolve their current digital business strategy.

  1. Identify New Digitally Enabled Growth Opportunities
    • Host an ideation session to identify new leapfrog ideas
    • Discuss assumptions, value drivers, and risks
    • Translate ideas into opportunities and consolidate
  2. Evaluate New Digital Opportunities and Business Capabilities
    • Build an opportunity profile
    • Identify business capabilities for transformation
  3. Transform Stakeholder Journeys
    • Understand the impact of opportunities on value-chains
    • Identify stakeholder personas
    • Build a stakeholder journey map
    • Compile your new list of digital opportunities
The image contains a screenshot of Formalize your digital business strategy.

Info-Tech’s approach

  1. Identify New Digital Opportunities
    • Conduct an ideation session
    • Identify leapfrog ideas from trends
    • Evaluate each leapfrog idea to define opportunity
  2. Evaluate Opportunities and Business Capabilities
    • Build Opportunity Profile
    • Understand the impact of opportunities on business capabilities
  3. Transform Stakeholder Journeys
    • Analyze value chains
    • Map your Stakeholder Journey
    • Breakdown opportunities into initiatives

Overview of Key Activities

Formalize your digital business strategy


Members Engaged

  • CIO
  • Business Executives


  • Industry Analyst
  • Executive Advisor

Phase 1: New Digital Opportunities

Phase 2: Evaluate Opportunities and Business Capabilities

Phase 3: Transform Stakeholder Journeys

Content Leveraged

  • Digital Business Strategy blueprint
  • Client’s Business Architecture
  1. Hold an ideation session with business executives.
    • Review relevant reports on industry trends, market shifts, and emerging technologies.
    • Establish guiding principles for digital transformation.
    • Leverage a trend-analysis approach to determine the most impactful and relevant trends.
    • From tends, elicit leapfrog ideas for growth opportunities.
    • For each idea, engage in discussion on assumptions, value drivers, benefits, and risks.
  1. Create opportunity profiles.
    • Evaluate each opportunity to determine if it is important to turn into initiatives
  2. Evaluate the impact of opportunities on your business capabilities.
    • Leverage a value-chain analysis to assess the impact of the opportunity across value chains in order to understand the impact across your business capabilities.
  1. Map stakeholder journey:
    • Identify stakeholder personas
    • Identify one journey scenario
    • Map stakeholder journey
    • Consolidate opportunities
  2. Breakdown opportunities into actional initiatives
    • Brainstorm priority initiatives against opportunities.


Client’s Digital Business Strategy

Phase 1: Deliverable

  1. Compiled list of leapfrog ideas for new growth opportunities

Phase 2: Deliverables

  1. Opportunity Profile
  2. Business Capability Impact

Phase 3: Deliverables

  1. Opportunity Profile
  2. Business Capability Impact

Glossary of Terms


The concept was originally developed in the area of industrial organizations and economic growth. Leapfrogging is the notion that organizations can identify opportunities to skip one or several stages ahead of their competitors.


Opening of new possibilities to transform or change your business model and create operational efficiencies and customer experiences through the adoption of digital platforms, solutions, and capabilities.


Breakdown of opportunities into actionable initiatives that creates value for organizations through new or changes to business models, operational efficiencies, and customer experiences.

    • Precision medicine
    • Machine Learning to sniff out pre-cancer cells
    1. Define genomic analytics capabilities and recruit
    2. Data quality and cleansing review
    3. Implement Machine Learning SW

Identify Digitally Enabled Opportunities

Host an ideation session to turn trends into growth opportunities with new leapfrog ideas.

Phase 1Phase 2Phase 3

Identify New Digitally Enabled Opportunities

Evaluate Opportunities and Business Capabilities

Transform Stakeholder Journeys

Phase 1

Host an Ideation Session to Identify New Digital Opportunities



Build support and eliminate blind spots

It is important to make sure the right stakeholders participate in this working group. Designing a digital strategy will require debate, insights, and business decisions from a broad perspective across the enterprise. The focus is on the value to be generated from digital.


  • Who are the decision makers and key influencers?
  • Who will impact the business?
  • Who has a vested interest in the success or failure of the practice? Who has the skills and competencies necessary to help you be successful?


  • Don’t focus on the organizational structure and hierarchy. Often stakeholder groups don’t fit the traditional structure.
  • Don’t ignore subject matter experts on either the business or IT side. You will need to consider both.


Define the guardrails to focus your ideas

All ideas are great until you need one that works. Establish guiding principles that will help you establish the perimeters for turning big ideas into opportunities.


  • Focus on the breadth and alignment to support business objectives
  • This should help narrow conceptual ideas into actionable initiatives


  • Don’t recreate the corporate guiding principles
  • Focus on what will help define strategic growth opportunities and operational efficiencies


Create space to elicit “big ideas”

Leverage industry roundtables and trend reports imagining how digital solutions can help drive strategic growth and operational efficiency. Brainstorm new opportunities and discuss their viability to create value and better experiences for your stakeholders.


  • Accelerate this exercise by leveraging stakeholder insights from:
    • Your corporate strategy and financial plan
    • Outputs from stakeholder interviews
    • Market research


  • Don’t simply go with the existing documented strategic objectives for the business. Ensure they are up to date and interview the decision makers to validate their perspectives if needed.

Host an Ideation Session

Identify digitally enabled opportunities

Industry Roundtables and Trend Reports

Industry Trends Report

The image contains a screenshot of phase 1 industry trends report.

Business Documents

The image contains a screenshot of Business Documents.

Digital Maturity Assessment

The image contains a screenshot of phase 2 digital maturity assessment.

Activity: 2-4 hours

Members Engaged

  • CIO
  • Business Executives


  • Industry Analyst
  • Executive Advisor

Hold a visioning session with key business executives (e.g., CIO, CEO, CFO, CCO, and COO) and others as needed. Here is a proposed agenda of activities for the ideation session:

  1. Leverage current trend reports and relevant emerging trend reports, market analysis, and customer research to envision future possibilities.
  2. Establish guiding principles for defining your digital strategy and scope.
  3. Leverage insights from trend reports and market analysis to generate leapfrog ideas that can be turned into opportunities.
  4. For each leapfrog idea, engage in a discussion on assumptions, value drivers, benefits, and risks.

Content Leveraged

  • Digital Trends Report
  • Industry roundtables and trend reports
  • Digital Maturity Assessment
  • Digital Business Strategy v1.0


  1. Guiding principles
  2. Strategic growth opportunities

1.1 Executive Stakeholder Engagement

Assemble Executive Stakeholders

Set yourself up for success with these three steps.

CIOs tasked with designing digital strategies must add value to the business. Given the goal of digital is to transform the business, CIOs will need to ensure they have both the mandate and support from the business executives.

Designing the digital strategy is more than just writing up a document. It is an integrated set of business decisions to create a competitive advantage and financial returns. Establishing a forum for debates, decisions, and dialogue will increase the likelihood of success and support during execution.

1. Confirm your role

2. Identify Stakeholders

3. Diverse Perspective

The digital strategy aims to transform the business. Given the scope, validate your role and mandate to lead this work. Identify a business executive to co-sponsor.

Identify key decision-makers and influencers who can help make rapid decisions as well as garner support across the enterprise.

Don’t be afraid to include contrarians or naysayers. They will help reduce any blind spots but can also become the greatest allies through participation.

1.2 Guiding Principles

Set the Guiding Principles

Guiding principles help define the parameters of your digital strategy. They act as priori decisions that establish the guardrails to limit the scope of opportunities from the perspective of people, assets, capabilities, and budgets that are aligned with the business objectives. Consider these components when brainstorming guiding principles:

Consider these three components when brainstorming


Digital strategy should span people, culture, organizational structure, governance, capabilities, assets, and technology. The guiding principle should cover a 3600 view across the entire organization.

Planning Horizon

Timing should anchor stakeholders to look to the long-term with an eye on the foreseeable future i.e., business value realization in one, two, and three years.


Needs to encompass more than the enterprise view of lofty opportunities but establish boundaries to help define actionable initiatives (i.e., individual projects).

1.2 Guiding Principles

Examples of Guiding Principles

IT Principle NameIT Principle Statement
1.Enterprise value focusWe aim to provide maximum long-term benefits to the enterprise as a whole while optimizing total costs of ownership and risks.
2.Fit for purposeWe maintain capability levels and create solutions that are fit for purpose without over engineering them.
3.SimplicityWe choose the simplest solutions and aim to reduce operational complexity of the enterprise.
4.Reuse > buy > buildWe maximize reuse of existing assets. If we can’t reuse, we procure externally. As a last resort, we build custom solutions.
5.Managed dataWe handle data creation and modification and use it enterprise-wide in compliance with our data governance policy.
6.Controlled technical diversityWe control the variety of what technology platforms we use.
7.Managed securityWe manage security enterprise-wide in compliance with our security governance policy.
8.Compliance to laws and regulationsWe operate in compliance with all applicable laws and regulations.
9.InnovationWe seek innovative ways to use technology for business advantage.
10.Customer centricityWe deliver best experiences to our customers with our services and products.
11.Digital by default We always put digital solutions at the core of our plans for all viable solutions across the organization.
12.Customer-centricity by designWe design new products and services with the goal to drive greater engagement and experiences with our customers.

1.3 Trend-Analysis

Leverage strategic foresight to identify growth opportunities

What is Strategic Foresight?

In times of increasing uncertainty, rapid change, market volatility, and complexity, the development of strategies can be difficult. Strategic foresight offers a solution.
Strategic foresight refers to an approach that uses a range of methodologies, such as scanning the horizon for emerging changes and signals, analyzing megatrends, and developing multiple scenarios to identify opportunities (source: OECD, 2022). However, it cannot predict the future and is distinct from:

  • Forecasting tools
  • Strategic planning
  • Scenario planning (only)
  • Predictive analyses of the future

Why is Strategic Foresight useful?

  • Reduce uncertainties about the future
  • Better anticipate changes
  • Future-proof to stress test proposed strategies
  • Explore innovation to reveal new products, services, and approaches

Explore Info-Tech’s Strategic Foresight Process Tool

“When situations lack analogies to the past, it’s hard to envision the future.”

- J. Peter Scoblic, HBR, 2020

1.3 Trend-Analysis

Leverage industry roundtables and trend reports to understand the art of the possible

Uncover important business and industry trends that can inform possibilities for technology innovation.

Explore trends in areas such as:

  • Machine Learning
  • Citizen Dev 2.0
  • Venture Architecture
  • Autonomous Organizations
  • Self-Sovereign Cloud
  • Digital Sustainability

Market research is critical in identifying factors external to your organization and identifying technology innovation that will provide a competitive edge. It’s important to evaluate the impact each trend or opportunity will have in your organization and market.

Visit Info-Tech’s Trends & Priorities Research Center

Visit Info-Tech’s Industry Coverage Research to get started.

The image contains screenshots from Info-Tech blueprints.

Images are from Info-Tech’s Rethinking Higher Education Report and 2023 Tech Trends Report

1.3 Trend-Analysis

Scan the Horizon

Understand how the environment is evolving in your industry

Scan the horizon to detect early signs of future changes or threats.

Horizon scanning involves scanning, analyzing, and communicating changes in an organization’s environment to prepare for potential threats and opportunities. Much of what we know about the future is based around the interactions and trajectory of macro trends, trends, and drivers. These form the foundations for future intelligence.

Macro Trends

A macro trend captures a large-scale transformative trend on a global scale that could impact your addressable market

Industry Trend

An industry trend captures specific use cases of the macro trend in relation to your market and industry. Consider this in terms of shifts in your market dynamics i.e., competitors, size, transaction, international trade, supply/demand, etc.


A driver is an underlying force causing the trend to occur. There can be multiple causal forces, or drivers, that influence a trend, and multiple trends can be influenced by the same causal force.

Identify signals of change in the present and their potential future impacts.

1.3 Trend-Analysis

Identify macro trends

Macro trends capture a global shift that can change the market and the industry. Here are examples of macro-trends to consider when scanning the horizon for your own organization:

Talent Availability

Customer Expectations

Emerging Technologies

Regulatory System

Supply Chain Continuity

Decentralized workforce

Hybrid workforce

Diverse workforce

Skills gap

Digital workforce

Multigenerational workforce


Digital experience

Data ownership





AI & robotics

Virtual world

Ubiquitous connectivity

Genomics (nano, bio, smart….)

Big data

Market control

Economic shifts

Digital regulation

Consumer protection

Global green

Resource scarcity


Supply chain digitization

Circular supply chains



1.3 Trend-Analysis

Determine impact and relevance of trends

Understand which trends create opportunities or risks for your organization.

Key Concepts:

Once an organization has uncovered a set of trends that are of potential importance, a judgment must be made on which of the trends should be prioritized to understand their impact on your market and ultimately, the implications for your business or organization. Consider the following criteria to help you prioritize your trends.

Impact to Industry: The degree of impact the trend will have on your industry and market to create possibilities or risks for your business. Will this trend create opportunities for the business? Or does it pose a risk that we need to mitigate?

Relevance to Organization. The relevance of the trend to your organization. Does the trend align with the mission, vision, and business objectives of your organization?

Activity: 2-4hours

In order to determine which trends will have an impact on your industry and are relevant to your organization, you need to use a gating approach to short-list those that may create opportunities to capitalize on while you need to manage the ones that pose risk.


What does this trend mean for my industry and market?

  • Degree – how broad or narrow is the impact
  • Likelihood – the reality of disrupting an industry or market
  • Timing – when do we expect disruption?


What opportunity or risk does it pose to my business/organization?

  • Significance – depth and breadth across the enterprise
  • Duration – how long is the anticipated impact?

1.3 Trend-Analysis

Prioritize Trends for Exploration

The image contains a screenshot of a table to demonstrate the trends.The image contains a graph that demonstrates the trends from the table on a graph to show how to prioritze them based on relevance and impact.

Info-Tech Insight

While the scorecard may produce a ranking based on weighted metrics, you need to leverage the group discussion to help contextualize and challenge assumptions when validating the priority. The room for debate is important to truly understand whether a trend is a fad or a fact that needs to be addressed.

1.3 Trend-Analysis

Discuss the driver(s) behind the trend

Determining the root cause(s) of a trend is an important precursor to understanding the how, why, and to what extent a trend will impact your industry and market.

Trend analysis can be a valuable approach to reduce uncertainties about the future and an opportunity to understand the underlying drivers (forces) that may be contributing to a shift in pattern. Understanding the drivers is important to help determine implication on your organization and potential opportunities.

The image contains a screenshot of a driver diagram.

1.3 Trend-Analysis

Examples of driver(s)


Healthcare Exemplar

Macro Trends

(Transformative change)

Industry Trend

(A pattern of change…)




Increase in wait times

Aging population leading to global workforce shortage

New models of care e.g., diversify scope of practice

Address capacity issues

Understanding the drivers is not about predicting the future. Don’t get stuck in “analysis paralysis.” The key objective is to determine what opportunities and risks the trend and its underlying driver pose to your business. This will help elicit leapfrog opportunities that can be funneled into actionable initiatives.

Other examples…



Industry Trend



Demographic shift

Global shortage of healthcare workers

Workforce age

Customer expectations

Patients as partners

Customer demographics


AI and robotics

Early detection of cancer

Patient outcomes

Ubiquitous connectivity

Virtual health






Consumer spending




Climate change

Shift in manufacturers

ESG compliant vendors


Supply chain disruption

Local production



Consolidation of professional colleges

Operational efficiency


New models of care

New service (business) model

1.3 Trend-Analysis

Case Study



Artificial Intelligence (AI) in Precision Medicine (Genomics)

Precision Medicine has become very popular over the recent years fueled by research but also political and patient demands to focus more on better outcomes vs. profits. A cancer care center in Canada wanted to look at what was driving this popularity but more importantly, what this potentially meant to their current service delivery model and operations and what opportunities and risks they needed to address in the foreseeable future. They determined the following drivers:

  • Improve patient outcomes
  • Earlier detection of cancer
  • Better patient experience
  • Ability to compute vast amounts of data to reduce manual effort and errors
  • Accelerate from research to clinical trials to delivery

The image contains a screenshot of AI in Genomics.

1.3 Trend-Analysis


Healthcare Exemplar



Industry Trends



Impact to Industry

Impact to Business

Talent Availability

Diverse workforce

Aboriginal health

Systemic inequities

Brand and legal

Policies in place

Hybrid workforce

Virtual care

COVID-19 and infectious disease

New models of care

New digital talent

Customer Expectation


On-demand care

Patient experience

Patients as consumers

New operating model

Digital experience

Patient portals

Democratization of data

Privacy and security


Emerging Technologies

Internet of Things (IoT)

Smart glucometers

Greater mobility

System redesign

Shift from hospital to home care

Quantum computing

Genomic sequencing

Accelerate analysis

Improve quality of data analysis

Faster to clinical trial and delivery

Regulatory System

Consumer protection

Protect access to sensitive patient data

HIPPA legislation

Restrict access to health record

Electronic health records

Global green

Green certification for redev. projects

Political optics

Higher costs

Contract management

Supply Chain

Supply chain disruptions

Surgical strategic sourcing

Preference cards


Organizational change management

New pharma entrants

Telco’s move into healthcare


Funding model

Resource competition

Sample Output From Trend Analysis

1.3 Elicit New Opportunities

Leapfrog into the future

Turn trends into growth opportunities.

To thrive in the digital age, organizations must innovate big, leverage internal creativity, and prepare for flexibility.

In this digital era, organizations are often playing catch up to a rapidly evolving technological landscape and following a strict linear approach to innovation. However, this linear catch-up approach does not help companies get ahead of competitors. Instead, organizations must identify avenues to skip one or several stages of technological development to leapfrog ahead of their competitors.

“The best way to predict the future is to invent it.”

– Alan Kay

Leapfrogging takes place when an organization introduces disruptive innovation into the market and sidesteps competitors, who are unable to mobilize to respond to the opportunities.

1.3 Elicit New Opportunities

Funnel trends into leapfrog ideas

Go from trend insights into ideas for opportunities

Brainstorm ways to generate leapfrog ideas from trend insights.

Dealing with trends is one of the most important tasks for innovation. It provides the basis of developing the future orientation of the organization. However, being aware of a trend is one thing, to develop strategies for response is another.

To identify the impact the trend has on the organization, consider the four areas of growth for the organization:

  1. New Customers: Leverage the trend to target new customers for existing products or services.
  2. New Business Models: Adjust the business model to capture a change in how the organization delivers value.
  3. New Markets: Enter or create new markets by applying existing products or services to different problems.
  4. New Product or Service Offerings: Introduce new products or services to the existing market.

1.3 Elicit New Opportunities

INDUSTRY: Healthcare

SOURCE: Memorial Sloan Kettering Cancer Center

Case Study

Machine Learning Sensor to Sniff Out Cancer




Timely access to diagnostic services is a key indicator of a cancer patient’s prognosis i.e., outcome. Early detection of cancer means the difference between life and death for cancer patients.

Typically, cancer biomarkers need to be present to detect cancer. Often the presence of these biomarkers is late in the disease state when the cancer cells have likely spread, resulting in suspicions of cancer only when the patient does not feel well or suspects something is wrong.

Researchers in partnership with IBM Watson at Memorial Sloan Kettering Cancer Center (MSK) have created a tool that can sniff for and identify cancer in a blood sample using machine learning.

Originally, MSK worked with IBM Watson to identify machine learning as an emerging technology that could drive early cancer detection without the use of cancer biomarkers. But they needed to find specific use cases. After a series of concept prototypes, they were able to use machine learning to detect patterns in blood cells vs. cancer biomarkers to detect cancer disease.

Machine learning was an emerging trend that researchers at MSK felt held great promise. They needed to turn the trend into tangible opportunities by identifying some key use cases that could be prototyped.

Computational tools in oncology have the ability to greatly reduce clinician labor, improve the consistency of variant classification, and help accelerate the analytics of vast amounts of clinical data that would be prone to errors and delays when done manually.

From trends to leapfrog ideas

Additional Examples in the Appendix

Example of leapfrog ideas that can generate opportunities for consideration


New Customer

New Market

New Business or Operating Model

New Service Offering

What trend(s) pose a significant impact on your business?

New stakeholder segment

Enter or create new markets

Adjust the business or operating model to capture change in how the business creates and delivers value

Introduce new digital products, services and experiences

Virtualize Registration

Empower patients as consumers of healthcare partners

Direct B2C to close gap between providers and patients by removing middle administrative overhead.

24/7 On-Demand Patient Portal

Leverage AI to develop chatbots and on-demand

Phase 1: Deliverable

Phase 1 Deliverable

Example of output from phase 1 ideation session

Business Objectives

New Customers

(Customer Experience)

New Markets

(Health Outcomes)

New Business or

Operating Models

(Operational Excellence)

New Service Offering

(Value for Money)


Focus on improving experiences for patients and providers

Improve quality and standards of care to continually drive better health outcomes

Deliver care better, faster, and more efficiently

Reduce cost per capital of delivery care and increase value for services


  • Global workforce shortage due to ageing demographics
  • Clinicians are burnt-out and unable to practice at the top of their profession
  • On-demand care/mobile/wearables
  • Virtual care
  • Faster access to quality service
  • Help navigating complex medical ecosystem from primary to acute to community
  • Standardize care across regions
  • New models of care to expand capacity
  • Improve medication errors
  • Opportunities to use genomics to design personalized medicine
  • Automate tasks
  • Leverage AI and robotics more effectively
  • Regulatory colleges consolidation mandate
  • Use data and analytics to forecast capacity and health outcomes
  • Upskill vs. virtualize workforce
  • Payment reform i.e., move to value-based care vs. fee-for-service
  • Consolidation of back-office functions like HR, supply chain, IT, etc. to reduce cost i.e., shared services model

Digital Opportunities:

  1. Virtual health command center
  2. Self-scheduling patient portal
  3. Patient way-finder
  4. Smart glucometer for diabetes
  1. Machine learning for early detection of cancer
  2. Visualization tools for capacity planning and forecasting
  3. Contact tracing apps for public health
  1. Build advanced analytics capabilities with new skills and business intelligence tools
  2. Pharmacy robotics
  3. Automate registration
  1. Automate provider billing solution
  2. Payment gateways – supplier portal in the cloud

Phase 2

Evaluate Opportunities and Business Capabilities

Build a better understanding of the opportunities and their impact on your business.

Phase 1Phase 2Phase 3

Identify New Digitally Enabled Opportunities

Evaluate Opportunities and Business Capabilities

Transform Stakeholder Journeys

Phase 2

Evaluate Opportunities and Business Capabilities



Evaluate each opportunity

Some opportunities will have an immediate and significant impact on your business. Some may have a significant impact but on a longer time scale or some may be unlikely to have a significant impact at all. Understanding these trends is an important context for your digital business strategy.


  • Does this opportunity conform with your guiding principles?
  • Can this opportunity feasibly deliver the anticipated benefits?
  • Is this opportunity desired by your stakeholders?


  • Overly vague language. Opportunities need to be specific enough to evaluate what impact they will have.
  • Simply following what competitors are doing. Be ambitious and tailor your digital strategy to your organizational values, goals, and priorities.


Understand the impact across your value chains

Each opportunity has the potential to impact multiple areas of your business. Prioritize where to start acting on new opportunities based on your business objectives and capabilities. You need to assess their impacts across value chains. Does the opportunity impact existing value chain(s) or create a new value chain?


  • How well does this opportunity align with your digital vision, mission, and goals?
  • What will be the overall impact of this opportunity?
  • How urgently must you act?


  • Guessing. Validate assumptions and use clear, unbiased information to make decisions. Info-Tech has extensive resources to assist in evaluating trends, opportunities, and solutions.
  • Making everything a high priority. Most organizations can only prioritize one to two initiatives at a time.

2.1 Build an opportunity profile

Evaluate each opportunity

Discussion Framework:

In your discussion, evaluate each opportunity to assess assumptions, value drivers, and benefits.

Ideas matter, but not all ideas are created equal. Now that you have elicited opportunities, discuss the assumptions, risks, and benefits associated with each new digital opportunity.

Design Thinking

Leverage the guiding principles as the guardrails to limit the scope of your new digital opportunities. You may want to consider taking a design-thinking approach to innovation by discussing the merits of each opportunity based on:

  • DesirabilityDesirability: People want it. Does the solution enable the organization to meet the expectations of stakeholders?
  • Feasibility
  • Feasibility: Able to Execute. Do we have the capabilities to deliver e.g., the right skills, partners, technology, and leadership?

  • Viability
  • Viability: Delivers Value. Will this idea meet business goals e.g., cost, revenue, and benefits?

Source: Adapted from IDEO

Transform the Business

Must Prioritize

Should Plan

Drive Digital Experiences

Build Digital Capabilities

High Value/Low Complexity

  • stakeholders want it
  • easy to implement
  • capabilities exist to deliver
  • creates significant value
  • strategic growth = competitive advantage

High Value/High Complexity

  • customers want it
  • not easy to implement without carefully planning
  • need to invest in developing capabilities
  • Competitive differentiator

Low Value/Low Complexity

  • stakeholders don’t want it
  • easy to implement but takes resources away from priority
  • some capabilities exist
  • creates marginal value
  • minimal growth

Low Value/High Complexity

  • stakeholders don’t want it
  • difficult to implement
  • need to invest in developing capabilities
  • no real strategic growth

Could Have

Don’t Need

Transform Operations



Source: Adapted from MoSCoW prioritization model

Exemplar: Opportunity Profile


An example of a template to capture the output of discussion.

Automate the Registration Process Around Admission, Discharge, and Transfer (ADT)

Description of Opportunity:

ADT is a critical function of registration that triggers patient identification to support services and billing. Currently, ADT is a heavily manual process with a high degree of errors as a result of human intervention. There is an opportunity to leverage intelligent automation by using RPA and AI.

Alignment With Business Objectives

Improve patient outcome

Drive operational efficiency and effectiveness

Better experiences for patients

Business Architecture

This opportunity may impact the following business capabilities:

  • Referral evaluation
  • Admission, discharge, and transfer management
  • Scheduling management
  • Patient registry management
  • Provider registry management
  • Patient billing
  • Provider billing
  • Finance management
  • EHR/EMR integration management
  • Enterprise data warehouse for reporting
  • Provincial/state quality reporting

Benefits & Outcomes

  • Reduce errors by manual registration
  • Improve turnaround time for registration
  • Create a consistent customer experience
  • Improve capacity
  • Virtualize low-value work

Key Risks & Assumptions

  • Need to add skills & knowledge to maintain systems
  • Perception of job loss or change by unions
  • assume documentation of standard work for automation vs. non-standard

Opportunity Owner

VP, Health Information Management (HIM)

Incremental Value

Reduce errors in patient identity

  • Next Steps
  • Investigate use cases for RPA and AI in registration
  • Build business case for funding

2.2 Business capabilities impact

Understand the impact on your business capabilities

Each opportunity has the potential to impact multiple areas of your business. Prioritize where to start acting on new opportunities based on your business objectives and capabilities.

You will need:

Industry Reference Architecture.Industry Reference Architecture

Activity: 1-2 hours

  1. Using your industry reference architecture, highlight the business capabilities that may be impacted by the opportunity. Use a value chain analysis approach to help with this exercise.
  2. Referring to your Prioritized Opportunities for Transformation, prioritize areas to transform. Priority should be given to low maturity areas that are highly or urgently relevant to your overall strategic goals.
Prioritized Opportunities for Transformation.Prioritized Opportunities for TransformationPrioritized Business Capability Map.

2.2 Business capabilities impact

Start with a value chain analysis

This will help identify the impact on your business capabilities.

As we identify and prioritize the opportunities available to us, we need to assess impacts on value chains. Does the opportunity directly impact an existing value chain? Or does it open us to the creation of a new value chain?

The image contains a screenshot of the value chain analysis.

The value chain perspective allows an organization to identify how to best minimize or enhance impacts and generate value.

As we move from opportunity to impact, it is important to break down opportunities into the relevant pieces so we can see a holistic picture of the sources of differentiation.

Exemplar: Prioritized Business Capability Map

The image contains a screenshot of the exemplar prioritized business capability map.

In this example, intelligent automation for referral and admission would create opportunity to virtualize repeatable tasks.

Phase 3

ETransform Stakeholder Journeys

Understand the impact of opportunities across the value chain and possibilities of new or better stakeholder experiences.

Phase 1Phase 2Phase 3

Identify New Digitally Enabled Opportunities

Evaluate Opportunities and Business Capabilities

Transform Stakeholder Journeys

Phase 3

Identify opportunities to transform stakeholder experiences


Understand WHO gains value from the value chain

To define a stakeholder scenario, you need to understand whom we are mapping for. Developing stakeholder personas is a great way to understand their needs through a lens of empathy.


  • Keep your stakeholder persona groupings to the core clusters typical of your industry.
  • See it from their perspective not the business’s.


  • Don’t create a multitude of personas based on discrete nuances.

Identify opportunities to transform the stakeholder experience

A stakeholder or customer journey helps teams visualize the impact of a given opportunity through a value chain. This exercise uncovers the specific initiatives and features that should be considered in the evolution of the digital strategy.


  • Which stakeholders may be most affected by this opportunity?
  • How might stakeholders feel about a given solution as they move through the journey? What pain points can be solved?


  • Simply listing steps in a process. Put yourself in the shoes of whoever’s journey you are mapping. What do they care about?
  • Choosing a stakeholder with limited involvement in the process.

Unlock key initiatives to deliver value

Opportunities need to be broken down into actionable initiatives that can be turned into business cases with clear goals, benefits realization, scope, work plans, and investment ask.


  • Multiple initiatives can be grouped into one opportunity that is similar or in phases.
  • Ensure the initiatives support and enable the business goals.


  • Creating a laundry list of initiatives.
  • Initiatives that don’t align with business goals.

Map Stakeholder Journey

Conduct a journey mapping exercise to further refine and identify value streams to transform.

Stakeholder Journey Mapping

Digital Business Strategy Blueprint

Activity: 4-6 hours

Our analysts can guide and support you, where needed.

  1. First download the Define Your Digital Business Strategy blueprint to review the Stakeholder Journey Mapping exercise.
  2. Identify a stakeholder persona and a one-journey scenario.
  3. Map a stakeholder journey using a single persona across one-journey scenarios to identify pain points and opportunities to improve experiences and generate value.
  4. Consolidate a list of opportunities for business case prioritization.

Key Concepts:

Value Stream: a set of activities to create and capture value for and from the end consumer.

Value Chain: a string of end-to-end processes that creates value for the consumer.

Journey Scenario: a specific use case across a value chain (s).

Members Engaged

  • CIO
  • Business Executives


  • Industry Analyst
  • Executive Advisor

Stakeholder Persona.Stakeholder Persona

1-Journey Use Case.1-Journey Use Case

Map Stakeholder Journey 
Map Stakeholder Journey

Content Leveraged

  • Stakeholder Persona
  • Journey Use Case
  • Map Stakeholder Journey


  1. Guiding principles
  2. Strategic growth opportunities

Download the Define Your Digital Business Strategy blueprint for Customer Journey Mapping Activities

3.1 Persona identification

Identify a stakeholder persona and journey scenario

From value chain to journey scenario.

Stakeholder personas and scenarios help us build empathy towards our customers. It helps put us into the shoes of a stakeholder and relate to their experience to solve problems or understand how they experience the steps or processes required to accomplish a goal. A user persona is a valuable basis for stakeholder journey mapping.

A stakeholder persona is a fictitious profile to represent a customer or a user segment. Creating this persona helps us understand who your customers really are and why they are using your service or product.

A stakeholder scenario describes the situation the journey map addresses. Scenarios can be real (for existing products and services) or anticipated.

Learn more about applying design thinking methodologies

3.1 Persona identification

Identify a stakeholder persona

Who are you transforming for?

To define a stakeholder scenario, we need to understand who we are mapping for. In each value chain, we identified a stakeholder who gains value from that value chain. We now need to develop a stakeholder persona: a representation of the end user to gain a strong understanding of who they are, what they need, and their pains and gains.

One of the best ways to flesh out your stakeholder persona is to engage with the stakeholders directly or to gather the input of those who may engage with them within the organization.

For example, if we want to define a journey map for a student, we might want to gather the input of students or teaching faculty that have firsthand encounters with different student types and are able to define a common student type.

Info-Tech Insight

Run a survey to understand your end users and develop a stronger picture of who they are and what they are seeking to gain from your organization.

3.1 Persona identification

Identify stakeholder scenarios to map

For your digital strategy, leverage the existing and opportunity value chains identified in phases 1 and 2 for journey mapping.

Identify two existing value chains to be transformed.

In section 1, we identified existing value chains to be transformed. For example, your stakeholder persona is a registration clerk who is part of the Health Information Management team responsible for registering and adjudicating patient identity.

The image contains a screenshot example of two existing value chains to be transformed.

Identify one new value chain.

In section 2, we identified a new value chain. However, for a new opportunity, the scenario is more complex as it may capture many different areas of a value chain. Subsequently, a journey map for a new opportunity may require mapping all parts of the value chain.

The image contains a screenshot of one value chain.

3.1 Persona identification

Example Stakeholder Persona

Stakeholder demographics

Name: Anne

Age: 35

Occupation: HIM Clerk

Location: Unity Hospital System


What are their frustrations, fears, and anxieties?

  • Volume of patients to schedule
  • Too many applications to access
  • Data quality is an error
  • Extensive manual entry of data prone to errors
  • Disruptions with calls from patients, doctors, and FOI requests

What do they need to do?

What do they want to get done? How will they know they are successful?

  • Automate some non-valuable tasks that can also reduce human errors. Allow patients to self-schedule online or answer FAQs via a chatbox. Would love to have a virtual triage to alleviate volume of calls and redirects.


What are their wants, needs, hopes, and dreams?

  • Reduce errors in data entry for patient identity (reduce manual look-ups).
  • Have standard requests go through a chatbot.
  • Have physicians automate billing through front-end speech recognition software.

3.1 Persona identification

Define a journey statement for mapping

Now that we understand who we are mapping for, we need to define a journey statement to capture the stakeholder journey.

Leverage the following format to define the journey statement.

“As a [stakeholder], I need to [prioritized value chain task], so that I can [desired result or overall goal].”

The image contains a screenshot of a journey statement for mapping.

3.2 Stakeholder Journey-Map

Leverage customer journey mapping to capture value chains to be transformed

Conduct a journey mapping exercise to identify opportunities for innovation or automation.

A journey-based approach helps an organization understand how a stakeholder moves through a process and interacts with the organization in the form of touch points, channels, and supporting characters. By identifying pain points in the journey and the activity types, we can identify opportunities for innovation and automation along the journey.

The image contains a screenshot of an example of journey mapping.

Embrace design-thinking methodologies to elevate the stakeholder journey and build a competitive advantage for your organization.

3.2 Stakeholder Journey-Map

Key Concepts

0. Name: Annie Smith

Age: 35

Occupation: HIM Registration Clerk for Unity Hospital System

Key Concepts.0.Stakeholder Persona

A fictitious profile of a representative stakeholder group that shares a common yet discrete set of characteristics that embodies how they think, feel, and act.

1. Journey (Value Chain)

Describes the end-to-end steps or processes that a customer takes across the value chain that groups a set of activities, interactions, touch-points, and experiences.

2. Persona’s Goals

Exemplifies what the persona is thinking and wanting across each specific step of their journey.

3. Nature of Activity (see detailed definition in this section)

This section captures two key components: 1) the description of the action or interaction between the personas to achieve their goals, and 2) the classification of the activity to determine the feasibility for automation. The type is based on four main characteristics: 1) routine cognitive, 2) non-routine cognitive , 3) routine manual, and 4) non-routine manual.

4. Type of Touch-Point

The channel by which a persona interacts or touches products, services, the organization, or information.

5. Key Moments & Pain Points

Captures the emotional experience and value of the persona across each step and interaction.

6. Metrics

This section captures the KPIs used to measure the experience, process or activity today. Future KPIs will need to be developed to measure the opportunities.

7. Opportunities refer to both the possible initiatives to address the persona’s pain points, and the ability to enable business goals.

3.2 Stakeholder Journey-Map

Opportunities for Automation: Nature of Activity

We identified opportunities for automation

Categorize the activity type to identify opportunities for automation. While there is no perfect framework for automation, this 4x4 matrix provides a general guide to identifying automation opportunities for consideration.

Automation example list.Automation Quadrant Analysis

Info-Tech Insight

Automation is more than a 1:1 relationship between the defined task or job and automation. When considering automation, look for opportunities to: 1) streamline across multiple processes, 2) utilize artificial intelligence to augment or virtualize manual tasks, and 3) create more structured data to allow for improved data quality over the long-term.

3.2 Stakeholder Journey-Map

Example of stakeholder journey output: Healthcare

Stakeholder: HIM Clerks

Journey: Follow-up visit of 80-year-old diabetes patient at diabetic clinic outpatient


(Value Chain)

AppointmentRegistrationIdentity ReconciliationEligibility VerificationTreatment Consult

Persona’s Goals

  • Confirm appointment
  • Verify referral through provider registry
  • Request medical insurance or care card
  • Enroll patient into CIS
  • Patient registry validation
  • Secondary identification request
  • Verify eligibility through the patient registry
  • Schedule follow referrals & appointments
  • Coding for billing

Nature of Activity



Investigate – ROI

Investigate – ROI


Type of Touchpoint

  • Telephone (land/mobile)
  • Email
  • CIS Application
  • Verbal
  • Patient registry system
  • Telephone
  • Patient and provider registry
  • CIS
  • Email, call, verbal
  • Physician billing
  • Hospital ERP
  • CIS
  • Paper appointments

Pain Points & Gains

  • Volume of calls
  • Manual scheduling
  • Too many applications
  • Data entry errors
  • Limited languages
  • Too many applications
  • Data entry errors
  • Too many applications
  • Limited languages
  • Ask patients to repeat info
  • Data entry errors
  • Too many applications
  • Limited languages
  • Ask patients to repeat info
  • Patient identity not linked to physician billing
  • Manual coding entry


Time to appointment

Time to enrollment

Patient mis-match

Provider mis-match

Percentage of errors in billing codes


  • Patient scheduling portal (24/7)
  • Use of AI and chatbots
  • Automate patient matching index digitalization and integration
  • Automate provider matching index digitalization and integration
  • Natural language processing using front-end speech recognition software for billing

Break opportunities into a series of initiatives aligned to business objectives

Opportunity 1

Virtual Registration


Business Goals


Health Outcomes

Stakeholder Experience

New Models of Care

Operational Efficiency

  • Enterprise master patient index integration with patient registry
  • Intelligent automation for outpatient department
  • Customer service chat box for triage FOI1
  • Front-end speech recognition for billing (FESR)

Opportunity 2

Machine Learning Pre-Cancer Diagnosis


Business Goals


Health Outcomes

Stakeholder Experience

New Models of Care

Operational Efficiency

  • Enterprise Datawarehouse architecture (build data lake)
  • Build genomics analytics capabilities e.g., recruitment, data-quality review
  • Implementation of machine learning software
  • Supply chain integration with ERP for medical and research supplies
FOI = Freedom of Information

Info-Tech Insight

Evaluate if an opportunity will require a series of discrete activities to execute and/or if they can be a stand-alone initiative.

Now you are ready to select and prioritize digital initiatives for business case development

After completing all three phases of activities in this blueprint, you will have compiled a list of new and planned digital initiatives for prioritization and business case development in the next phase.

Consolidated List of Digital Initiatives.

Example: Consolidated List of Digital Initiatives

The next step will focus on prioritizing and building a business case for your top digital initiatives.

IT Roadmap for your Digital Business Strategy.

Appendix: Additional Examples

From trend to leapfrog ideas

Every idea is a good one, unless you need one that works.

Additional Examples
Examples of leapfrog ideas that can generate opportunities for consideration

Example 1 Finance


New Customer

New Market

New Business or Operating Model

New Service Offering

What trend(s) pose a significant impact on your business?

New customer segments

Enter or create new markets

Adjust the business or operating model to capture change in how the business creates and delivers value

Introduce new digital products, services, and experiences

Open banking

Account integrators (AISPs)

Payment integrators

Data monetization

Social payments

Example 2: Retail


New Customer

New Market

New Business or Operating Model

New Service Offering

What trend(s) pose a significant impact on your business?

New customer segments

Enter or create new markets

Adjust the business or operating model to capture change in how the business creates and delivers value

Introduce new digital products, services, and experiences

Virtual cashier

(RFID Enablement)

Big-box retailers

Brick & mortar stores

Automated stores driving new customer experiences

Digital cart

From trend to leapfrog ideas

Every idea is a good one, unless you need one that works.

Additional Exemplars in Appendix

Examples of leapfrog ideas that can generate opportunities for consideration

Example 3:



New Customer

New Market

New Business or

Operating Model

New Service Offering

What trend(s) pose a significant impact on your business?

New customer segments

Enter or create new markets

Adjust the business or operating model to capture change in how the business creates and delivers value

Introduce new digital products, services, and experiences

IT/OT convergence

Value-added resellers

New geographies

Train quality-control algorithms and sell as a service to other manufacturers

Quality control as a service

Case Study: International Airport

Persona Journey Map: International/Domestic Departure

Persona: Super Traveler

Name: Annie Smith

Age: 35

Occupation: Engineer, Global Consultant

Journey Activity Name: Inspired to Travel

Persona’s Goals

What Am I Thinking?

  • I am planning on traveling to Copenhagen, Denmark for work.
  • It’s my first time and I need to gather information about the destination, accommodation, costs, departure information, bag weight, etc..

Nature of Activity

What Am I Doing?

  • Logging onto airline website
  • Confirming departure gates

Type of Touchpoint

  • Airport rewards program
  • Airport Website
  • Online hotel eCommerce
  • Social media
  • Transportation services on mobile

Key moments & pain points

How Am I Feeling?

  • Frustrated because the airport website is difficult to navigate to get information
  • Annoyed because there is no FAQ online and I have to call; there’s a long wait to speak to someone.
  • Stress & uncertainty (cancellation, logistics, insurance, etc..)


  • Travel dates
  • Trip price & budget


  • Tailored communication based on search history
  • Specific messaging (e.g., alerts for COVID-19, changes in events, etc.)
  • Interactive VR experience that guides customers through the airport as a navigator

Related Info-Tech Research

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  • Leverage Info-Tech’s Digital Business Strategy to identify opportunities to transform the customer experience.

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  • Access Info-Tech’s Industry coverage to accelerate your understanding of your business capabilities and opportunities for automation.

Contact Your Account Manager

Research Contributors and Experts

Joanne Lee

Joanne Lee

Principal, Research Director, CIO Strategy

Info-Tech Research Group

Kim Osborne-Rodgriguez

Kim Osborne-Rodgriguez

Research Director, CIO Strategy

Info-Tech Research Group

Joanne is an executive with over 25 years of in digital technology and management consulting across both public and private entities from solution delivery to organizational redesign across Canada and globally.

Prior to joining Info-Tech Research Group, Joanne was a management consultant within KPMG’s CIO management consulting services and the Western Canada Digital Health Practice lead. She has held several executive roles in the industry with the most recent position as Chief Program Officer for a large $450M EHR implementation. Her expertise spans cloud strategy, organizational design, data and analytics, governance, process redesign, transformation, and PPM. She is passionate about connecting people, concepts, and capital.

Joanne holds a Master’s in Business and Health Policy from the University of Toronto and a Bachelor of Science (Nursing) from the University of British Columbia.

Kim is a professional engineer and Registered Communications Distribution Designer (RCDD) with over a decade of experience in management and engineering consulting spanning healthcare, higher education, and commercial sectors. She has worked on some of the largest hospital construction projects in Canada, from early visioning and IT strategy through to design, specifications, and construction administration. She brings a practical and evidence-based approach to digital transformation, with a track record of supporting successful implementations.

Kim holds a Bachelor’s degree in Mechatronics Engineering from University of Waterloo.

Research Contributors and Experts

Jack Hakimian

Jack Hakimian

Vice President, Research

Info-Tech Research Group

Charl Lombard.

Charl Lombard

President, Digital Transformation Consulting

Info-Tech Research Group

Jack has more than 25 years of technology and management consulting experience. He has served multi-billion dollar organizations in multiple industries including Financial Services and Telecommunications. Jack also served a number of large public sector institutions.

Prior to joining the Info-Tech Research Group, he worked for leading consulting players such as Accenture, Deloitte, EY, and IBM.

Jack led digital business strategy engagements as well as corporate strategy and M&A advisory services for clients across North America, Europe, the Middle East, and Africa. He is a seasoned technology consultant who has developed IT strategies and technology roadmaps, led large business transformations, established data governance programs, and managed the deployment of mission-critical CRM and ERP applications.

He is a frequent speaker and panelist at technology and innovation conferences and events and holds a Master’s degree in Computer Engineering as well as an MBA from the ESCP-EAP European School of Management.

Charl has more than 20 years of professional services experience, “majoring” in digital transformation and strategic topics. He has led multiple successful Digital Transformation programs across a range of industries like Information technology, hospitality, Advanced Industries, High Tech, Entertainment, Travel and Transport, Insurance & Financial Services, Metals & Mining, Electric Power, Renewable Energy, Telecoms, Manufacturing) across different geographics (i.e., North America, EU, Africa) in both private and public sectors.

Prior to joining Info-Tech Research Group, Charl was the Vice President of Global Product Management and Strategy (Saber Hospitality Solution), Associate President, McKinsey Transformation Practice, e-Business Practice for PwC, and tech start-up founder and investor.

Charl is a frequent speaker at innovation and digital transformation conferences and holds an MBA from the University of Cape Town Graduate School of Business, and a bachelor’s degree from the University of Pretoria, South Africa.

Research Contributors and Experts

Mike Tweedie

Mike Tweedie

Practice Lead, CIO Strategy

Info-Tech Research Group

Michael Alemany

Michael Alemany

Vice President, Digital Transformation Consulting

Info-Tech Research Group

Mike Tweedie brings over 25 years of experience as a technology executive. He’s led several large transformation projects across core infrastructure, application, and IT services as the head of Technology at ADP Canada. He was also the Head of Engineering and Service Offerings for a large French IT services firm, focused on cloud adoption and complex ERP deployment and management.

Mike holds a Bachelor’s degree in Architecture from Ryerson University.

Michael is a leader in Info-Tech’s digital transformation consulting practice. He brings over 10 years of experience working with companies across a range of industries. His work experience includes ~4.5 years at McKinsey & Company where he led large-scale transformations for fortune 500 companies. Prior to joining Info-Tech, he worked for Sabre Corp., an SaaS platform provider for the travel and hospitality sector, leading Product Strategy & Operations. Michael holds an MBA from the Tuck School of Business at Dartmouth and a B.S in Business Strategy from Brigham Young University.

Research Contributors and Experts

Duane Cooney

Duane Cooney

Executive Counselor, Healthcare

Info-Tech Research Group

Denis Goulet

Denis Goulet

Senior Workshop Director

Info-Tech Research Group

Duane brings over 30 years of experiences a healthcare IT leader with a passion for the transformation of people, processes, and technology. He has led large-scale health technology transformation and operations across the enterprise. Before joining Info-Tech, Duane served as the Deputy CIO, Senior Information Technology Director, and Enterprise Architect for both public not-for-profit and private sectors. He has a Bachelors in Computer Science and is a graduate of EDS Operations. He holds certifications in EHR, LEAN/Agile, ITIL, and PMP.

Denis is an IAF Certified Professional Facilitator who has helped organizations and technology executives develop IT strategies for small to large global enterprises. He firmly believes in a collaborative value-driven approach. Prior to joining Info-Tech Research Group, Denis held several industry positions as CIO, Chief Administrative Office (City Manager), General Manager, and Vice President of Engineering. Denis holds an MBA from Queen’s University and a Diploma in Technology Engineering and Executive Municipal Management.

Jay Cappis.

Jay Cappis

Executive Advisor, Real-Estate

Info-Tech Research Group

Christine Brick.

Christine Brick

Executive Advisor, Financial Services
Info-Tech Research Group

Jay brings over 30 years of experience in management and technology across small and medium enterprises to large global enterprises including Exxon and Xerox. His cross-industry experience includes professional services, commercial real estate, oil and gas, digital start-ups, insurance, and aerospace. Jay has led business process improvements and change management and has expertise in software development lifecycle management and DevOps practices.

Christine brings over 20 years in IT transformation across DevOps, infrastructure, operations, supply chain, IT Strategy, modernization, cost optimization, data management, and operational risk. She brings expertise in business transformation, mergers and acquisitions, vendor selection, and contract management.


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