IT Strategy

Generating best value propositions

The goal of the IT strategy is to make IT organisation successful. Here, the framework for success means:

  • Identifying appropriate IT goals,
  • defining and documenting the measures that lead to these goals,
  • implementing these measures and assessing their success.

IndiTango support will help your IT to generate best value propositions for your customers by adhering to the concept of an IT business model. According to our experience, IT organisation is all the more successful when it’s managed like a business. The IT business model targets IT organisation as a whole.

IT strategy process

The IT business model

Manage IT like a business

Our business model for IT is defined by methods that apply enterprising approaches to the core areas of IT. On the first level, our business model essentially deals with three core areas:

  • Customer perspectives
  • In-house perspectives
  • Financial and performing perspectives

Interaction in these three areas ensures that all stakeholders are considered and determines concrete goals for the different areas of IT. Further along, the same goals will serve as basis for the strategic plan of action.

IT business model

Customer perspectives

From a customer point of view, the relevant question is: How is IT organised regarding its customers? Related issues concern service range, customer relationships (i.e. relationship management), channels (cooperating on a daily basis) and the customer segments serviced by IT organisation.

In the following, exemplary queries are discussed and will further serve as a base for deriving IT goals:  

  • What kind of customers does IT service? What are the market and business challenges IT customers face?
  • What role does IT play and what is its mission from both customer and corporate management perspectives?
  • What features should IT have?
  • What properties of added value can IT provide?
  • Which are the specific services that should be offered to customers?
  • How are customer relationships and interfaces between IT and customers organised on operational, tactical and strategic levels?

In-house perspectives

In-house perspectives define the required internal success factors that accomplish the goals set from a customer perspective. All internal and external resources involved in value creation processes should be used as effectively as possible and harnessed for ‘optimal’ IT organisation.

These are some of the questions that are helpful in the process:

  • Which IT competences should be intensified?
  • What are the core skills critical to success?
  • Which skills are required to service competences and key processes?
  • What is the appropriate sourcing strategy?
  • Which partners are essential and how are they advanced?
  • What kind of organisation is suitable and how is it developed best?      

In-house perspectives cover the following areas: core skills and key processes, key competences and strategic partners.

Finance and performance perspectives

Finance and performance perspectives outline comprehensive cost and quality management of the entire value creation process. They cover all involved parties (partners, IT, organisation and customers).

The target is to define an ‘end-to-end’ service that controls quantity, value and quality. On the one hand, this involves classic KPI and control systems for IT organisation. On the other hand, it includes examining the services offered to customers, how they are billed, and how partner accounts are handled.

The outcome will provide a strategic target document that describes the business model and establishes corresponding strategic guidelines. It describes respective, concrete targets, considering each of the areas investigated. They serve as a basis for deriving strategic actions.

Strategic roadmap and implementation

Getting it on the right track

Most IT strategies fail due to implementation issues. Therefore, it is essential to define strategic measures that are based on the previously approved business model and its corresponding targets. In a second step, these measures are transferred to a comprehensive strategic roadmap.

The roadmap is further used for calculating a business case to define and approve necessary project budgets, creating transparency for the concrete values and outcomes that result from IT strategies.

Implementation is performed and assessed within classic project or programme structures.

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