Hello,
In this post I will be sharing some experience-based pointers on what a 'good' (for want of a better word) IT Strategy is characterised by. Disciplined implementation is crucial, however the due focus is also necessary in respect of the planning process and its maturity. As Drucker once said 'there is nothing so useless as doing efficiently that which should not be done at all'. Following are three key aspects to look for when assessing the health of your IT strategy:
1. Ease of understanding
Reduce the usage of technical jargon, such that the C-Level suite can quickly absorb the meaningful content. This in order to grasp the linkage between the business plans, drivers and constraints and how IT will support them. The scenarios (addressing the key stakeholder viewpoints or concerns) that IT can traverse should be presented along with the pro's and con's of each of them. Justification of the selected approach and plan should demonstrate the benefits and value as it pertains to the business environment at the given time.
If you consider that the 'CIO' title is more-or-less out of date within today's more intricate corporate environment (today's CIO manages far more than mere 'information' assets). Similarly today's strategy extends beyond a list of IT applications and cost 'reduction' forecasts. It needs to be a business document that clearly demonstrates the impact of IT capabilities and delivery on business goals, targets, financial health and so on.
2. Collaboration necessary, but too much of a good thing becomes...
No strategy can be developed without key stakeholder inputs, review, collaboration, acceptance and so on. However the adage of 'too many cooks spoiling the broth' needs be borne in mind. If the planning process is overly bureaucratic the strategy will unfortunately not reap the desired benefits. Bear in mind that Strategic planning is a process and a means to a more noble end.
3. Ease of Measure
If the strategy implementation cannot be measured, it cannot be managed! Therefore once the planning exercises have been completed, the translation of these into actionable and measurable initiatives is the next crucial stage. Progressive and SMART targets help demonstrate the value of implementing agreed initiatives and this is especially important when striving to maintain a continuum.
Your comments as always are appreciated - musabqureshi4@yahoo.co.uk
Musab Qureshi
In this post I will be sharing some experience-based pointers on what a 'good' (for want of a better word) IT Strategy is characterised by. Disciplined implementation is crucial, however the due focus is also necessary in respect of the planning process and its maturity. As Drucker once said 'there is nothing so useless as doing efficiently that which should not be done at all'. Following are three key aspects to look for when assessing the health of your IT strategy:
1. Ease of understanding
Reduce the usage of technical jargon, such that the C-Level suite can quickly absorb the meaningful content. This in order to grasp the linkage between the business plans, drivers and constraints and how IT will support them. The scenarios (addressing the key stakeholder viewpoints or concerns) that IT can traverse should be presented along with the pro's and con's of each of them. Justification of the selected approach and plan should demonstrate the benefits and value as it pertains to the business environment at the given time.
If you consider that the 'CIO' title is more-or-less out of date within today's more intricate corporate environment (today's CIO manages far more than mere 'information' assets). Similarly today's strategy extends beyond a list of IT applications and cost 'reduction' forecasts. It needs to be a business document that clearly demonstrates the impact of IT capabilities and delivery on business goals, targets, financial health and so on.
2. Collaboration necessary, but too much of a good thing becomes...
No strategy can be developed without key stakeholder inputs, review, collaboration, acceptance and so on. However the adage of 'too many cooks spoiling the broth' needs be borne in mind. If the planning process is overly bureaucratic the strategy will unfortunately not reap the desired benefits. Bear in mind that Strategic planning is a process and a means to a more noble end.
3. Ease of Measure
If the strategy implementation cannot be measured, it cannot be managed! Therefore once the planning exercises have been completed, the translation of these into actionable and measurable initiatives is the next crucial stage. Progressive and SMART targets help demonstrate the value of implementing agreed initiatives and this is especially important when striving to maintain a continuum.
Your comments as always are appreciated - musabqureshi4@yahoo.co.uk
Musab Qureshi
