IT Strategy Development Framework
1 IT Strategy Development Framework MARY PATRY IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED
“It is a great time to be a CIO. IT, as a discipline, has emerged to being a business weapon. Never before has this role been as important inside businesses. You shift the thinking from being a cost center, and you are a party responsible for driving and enabling the company's business strategy. The opportunities are endless.” – Trevor Schulze, CIO and VP of IT at Micron Technology, IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED
IT Strategy You may view, download, copy and print content and graphics incorporated in this document provided that your use of such information or content is limited to internal company use for informational and non-commercial purposes only. We request that you attribute the source to ITeffectivity or Mary Patry when sharing publicly. Background Our IT Strategy Development Framework will advise and guide you and your team on the very important journey of defining the gaps between today and tomorrow in terms that business leadership will understand. Our framework evolved over 20 years of pragmatic IT leadership experience working with IT organization of all sizes. It is simple; we offer a practical approach to CIO’s and IT leaders to use as your own with the request that you respectfully acknowledge the source when presenting externally. WHY By using the content, you agree that ITeffectivity, LLC will not be liable for any direct, indirect, or consequential loss arising from the use of the information and material contained in this document. Enjoy, Mary Patry 2019 Cause or reason for which something is done, achieved IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 3
My Inspiration 1. “WHY” do we do what we do? WHY HOW WHAT IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 2. “HOW” will we take action? 3. “WHAT” services and solutions do we provide? 2
KNOW YOUR WHY IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 5
A plan of action or policy designed to achieve a major or overall aim Business Strategy and Imperatives IT Strategy & Imperatives IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 4
Strategic Imperatives / Roadmap Building the Plan Assess External Environment Understand Business Demand Determine IT Direction Determine Required Actions Develop Roadmap Industry Technology Trends Business Strategy & Imperatives* IT Imperatives* IT Programs IT Roadmap Awareness of the possibilities - how technology is being used in your industry Reflections on current trends and future capabilities Focus on leading indicators What the business needs to do to execute its strategy What are the implications to IT’s current state What does IT need to build to deliver the future What IT needs to do to align IT imperatives to business imperatives What does IT need to build to deliver business requirements on time How will IT deliver on its imperatives How will IT deliver capabilities to support current and future requirements When sequencing of programs based on: Business priority Funding Dependencies * Imperative: an essential or urgent thing. IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 5
Getting Started 1. Assess the current state of IT 2. Design the target state of IT 3. Communicate IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 6
Where Do We Start? The Plan 1. Assess the current state of IT 2. Design the target state of IT 1. Activities: 1a. CIO Business Vision 1b. Assess current state business perspective 1c. Assess current state IT capabilities 1d. Assess current IT support capabilities 1e. SWOT analysis 1f. PESTLE analysis 3. Communicate the IT Strategy 2. Activities: 2a. Design future state 2b. IT Vision/Mission 2c. IT principles 2d. Adjust IT support model as needed 2e. High level goals/ imperatives 2f. Goals/Imperatives 2g. Assess risks and dependencies 2h. Build high level strategic roadmap IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 3. Activities: 3a. Execute strategy risk assessment 3b. Create communication plan 3c. Prepare annual refresh plan for the IT strategy 3d. Execute strategy 7
Acknowledge Your Focus Where is your focus? CHEAP Low quality Will take time Unattainable FAST More expensive GOOD Build to it. IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 8
Understand the External Current State How are your costs changing (moving off-shore, fluctuations in markets, etc.)? Do inter-government or trade relations affect you? Do currency fluctuations have an effect on your business? Are there shareholder needs or demands that must be considered? Can you attract and pay for top-quality talent (e.g. desirable location, reasonable cost of living, changes to insurance requirements)? What are the demographics of your customers and/or employees? Do you require constant technology upgrades (faster network, new hardware, etc.)? What are the attitudes of your customers and/or staff (do they require social media, collaboration, transparency of costs, etc.)? What is the appetite for innovation within your industry/business? What is the general lifecycle of an employee (i.e. is there high turnover)? Is there a market of qualified staff? Are there demands for increasing data storage, quality, BI, etc.? Are you looking at cloud technologies? What is the stance on bring your own device? Technological Social Will a change in government (at any level) affect your organization? Economic Political P.E.S.T.L.E Assessment Are there changes to trade laws? Is there a push towards being environmentally friendly? Are there changes to regulatory requirements (e.g. data storage policies or privacy policies)? Does the weather have any effect on your business (e.g. hurricanes, flooding, etc.)? Are there union factors that must be considered? Environmental Legal Is your business seasonal? Questions to Consider IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 9
Understand IT’s Internal Current State S.W.O.T. Assessment INTERNAL origin attributes of the organization EXTERNAL origin attributes of the organization HELPFUL to achieving the objective HARMFUL to achieving the objective Strengths Weaknesses (Internal) (External) Opportunities Threats (Internal) (External) IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 10
Gather Business Insights Know the business Only 16% of organizations are stakeholders who are satisfied with IT. CIO Business Vision Survey* Ensure decisions are based on real data by systematically collecting insights from your key business stakeholders. Highlight the business impact of IT constraints Prioritize key services and create an improvement roadmap Build action plans to manage critical stakeholders *Diagnostic licensed from The conversation is key, before during and after. 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 11
Assess Current IT Capabilities Know IT capabilities Assure clear ownership and accountability for all critical IT Functions. IT Management and Governance Diagnostic* Only 35% of organizations are effective across the entire process landscape. IT Management & Governance Diagnostic will: Highlight your organization’s most pressing IT process needs Help you prioritize its effectiveness and importance to the business Each element within the framework provides a comprehensive set of material and tools to help you understand best practices and improve each core IT process. *Diagnostic licensed from IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 12
Prepare to Measure Progress Year over Year 90-100% Satisfaction IT needs to be here IT is here 80-90% Satisfaction Transforms the Business Reliable Technology Innovation Expands the Business Effective Execution on Business Projects, Strategic Use of Analytics, and Customer Technology 70-80% Satisfaction Optimizes the Business 60-70% Satisfaction Supports the Business 60% Satisfaction Effective Fulfillment of Work Orders, Functional Business Applications, and Reliable Data Quality Reliable Infrastructure and IT Service Desk Struggles to Support Inability to Provide Reliable Business Services Model courtesy of IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 13
Design the Future State Start with a Clear Vision Specific What capabilities are needed 1 year, 3 years, 5 years from now? What things need to be discontinued? Passion What is it that gets your team, your leadership, and your business jazzed up? Opportunities What innovative opportunities are you leaving on the table? Measurable Results How will you measure the roadmap? Clear Time Frame When will you start, when will you finish? What are the risks? IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 14
IT Mission IT Vision Define your WHY What is a mission statement? What is a vision statement? A good mission statement is a useful tool for a well-run business. It’s the “why” of your organization - it is why you exist. A mission statement is present based The term “vision statement” refers to an explanation, usually in written form, of what a person or business wants to be or get done at some later point in time. A mission statement defines a company in three key ways: A vison statement identifies goals, which provides direction to activities and motivates people to move forward. 1. It defines WHAT the organization does for its customers. 2. It defines WHAT the organization is to its employees. 3. It defines WHAT the organization does for its key stakeholders. 4. It is WHO we are. IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED It is the what we will be when. 15
IT Guiding Principles Example How will you behave? 1. Alignment: Our IT decisions will align with the business’ strategic plan. 2. Resources: We will allocate company cyberinfrastructure resources based on how they provide the greatest value and benefit to our user community. 3. User Focus: User needs will be a key component in all IT decisions. 4. Collaboration: We will work within and across organizational structures to meet strategic goals and identify opportunities for innovation and improvement. 5. Transparency: We will be transparent in our decision-making and resource use. 6. Innovation: We will value innovative and creative thinking. 7. Data Stewardship: We will provide a secure but accessible data environment. 8. IT Knowledge and Skills: We will value technology skills development for the IT community. Example of IT Guiding Principles IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 16
What Services Are Needed? Aligning the business strategy to the IT strategy and imperatives Business Strategy and Imperatives IT Strategy & Imperatives Right Technologies Right Processes IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED Right People Right Capabilities 17
Keeping IT Real Building the Roadmap Strategic Goals 1. 2. 3. 4. 5. 6 IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 18
“The first element of change is awareness. You can’t change something unless you know it exists.” - T. Harv Eker IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED
Communicate Managing the change Identify the gaps Define your change management strategy Prepare Develop change management plans Take action and implement plans Prepare your change management team Develop your sponsorship model Manage Collect and analyze feedback Diagnose gaps and manage resistance Reinforce Implement corrective actions Celebrate successes Organizations do not change, people do. IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 20
Mary J Patry Bio IT Executive Coach and Advisor, ICF ACC (480) 393-0722 mary.patry@iteffectivity.com ITeffectivity LLC was founded in 2013 by Mary Patry with the mission of bringing order to the ever-changing world of IT. Her qualifications are based on over 30 years of IT Leadership experience combined with 5 years of consulting and Executive Coaching training. Over the last five years, she has advised and coached over 70 leaders as well as conducted over 15 major team consulting assignments on behalf of Fortune 100 firms to very small non-profits. Services Representative Assignments IT Executive Advisor and Coaching Team and Group Coaching Strategy and Governance IT Assessments Executive Presence Assessment IT Organization Assessment & Design IT Women Acceleration New CIO Onboarding C-Level IT, SVP Financial Services (focus on executive leadership, strategic change) C-Level IT, SVP Biopharmaceutical (focus on onboarding, baseline assessment, org change) Global Executive IT Director, Medical Devices (assuming expanded global role) IT European Director, Animal Sciences - (improving global relationships) Head of IT, Non-Profit US Sports Association (new leadership role, org design, strategy) VP IT, Military Organization (onboarding into new IT Role) VP IT, Healthcare Provider (work/life balance, executive presence, stress management) Director IT Architecture, Global Manufacturing (priority management, strategic presence) Representative Clients ABM Industries, BCBS CA, CareFirst, Celestica, Dow Chemical, Eli Lilly , Emergent BioSolutions, FedEx, Genworth, Howard Hughes Medical Institute, IDEXX Laboratories, Kaiser Permanente, Karl Storz Endoscopy, Liberty Mutual, LPGA, Owens Corning, The Pantry/Circle K, Univ. of Arizona, Western Union , Zimmer, Inc “Mary possesses great listening capabilities and is a trusted advisor, committed to providing unbiased guidance in a safe/confidential environment. She focuses on eliciting information rather than telling you what to do. She personally helped me make improvements in terms of enhancing my visibility within the organization and improving my perceptions among leadership which, has led to an increase this year in the scope of my responsibilities.” - Sr Director IT IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 21
Your WHY: IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 24
Your Next Steps: IT 2019 ITEFFECTIVITY MARY PATRY ALL RIGHTS RESERVED 25
Mary Patry IT Executive Advisor T: 480-393-0722 M: 480-862-3455 Mary.Patry@ITeffectivity.com www.ITeffectivity.com
Business Strategy and Imperatives A plan of action or policy designed to achieve a major or overall aim What IT needs to do to align IT imperatives to business . ITeffectivity LLC was founded in 2013 by Mary Patry with the mission of bringing ord er to the ever-changing world of IT. Her qualifications
Unit-V Generic competitive strategy:- Generic vs. competitive strategy, the five generic competitive strategy, competitive marketing strategy option, offensive vs. defensive strategy, Corporate strategy:- Concept of corporate strategy , offensive strategy, defensive strategy, scope and significance of corporate strategy
1.2.2 The purpose of strategy-, mission, vision, values and objectives 7 1.2.3 Strategy statements 8 1.2.4 Levels of strategy 10 1.3 The Exploring Strategy Framework 11 1.3.1 Strategie position 12 1.3.2 Strategie choices 13 1.3.3 Strategy in action 14 1.4 Working with strategy 16 1.5 Studying strategy
Best Strategy for Trading Penny Stock Alerts 68 Strategy #7. Best Strategy for Trading The Penny Stock Pump & Dump 76 Strategy #8. Best Time to Buy or Sell a Penny Stock 82 Strategy #9. Best Strategy for Making Profits With .0001 Penny Stocks 87 Strategy #10. Best Penny Stock Exit Strategy for Maximum Risk Reduction 91 i. Introduction ii.
b) Pull strategy c) Blocking strategy d) Integrated strategy 30. Which of the following strategies is usually followed by B2B companies wit h respect to promotion strategy? a) Push strategy b) Pull strategy c) Blocking strategy d) Integrated strategy 31. Marketing management must make four important deci sions when developing an
strategy, strategy at the highest levels of the nation-state. It is applicable to grand strategy, national security strategy, national military strategy, and regional or theater strategy. The monograph does not propose a strategy for the United States; rather, it provides a framework for considering
phones and Amer strategy. Nokia's and Amer's successful business and business transformations contribute to the selection. The findings show that the created framework is able to find orientation and typology changes in both of the case businesses. Keywords: Strategy Analysis Framework, Strategy Typology, Market Orientation, Product .
Good Strategy Good Strategy Execution Good Management 17 Illustration Capsules 1.1. Starbucks' Strategy in the Specialty Coffee Industry 8 1.2. Microsoft and Red Hat: Two Contrasting Business Models 16 2. Leading the Process of Crafting and Executing Strategy 22 What Does the Strategy-Making, Strategy-Executing Process Entail? 24
successful to improve the both sides. The niche marketing strategy is one of the most successful strategy applied by different companies around the world. And those who are using the strategy are enjoying the success of their organizations. For SMEs the niche marketing strategy is beneficial becausethe owner or manger can build a good
