- How do I derive the goals for IT from my organisation's strategy?
- Which topics should an IT strategy cover?
- How does the IT strategy map the interaction between digital transformation and agile IT organisation?
- What levers does the IT strategy provide for changing the culture, structures, processes and systems in IT?
- How should strategic guidelines be formulated and the target picture for IT visualised?
IT strategy – A clear goal and the way to achieve it
Get in touch with usSupport your business goals optimally with a clear IT strategy
The central task of IT is to support business processes in a demand-oriented, cost-efficient and secure manner. The IT strategy describes the ways to achieve this goal and ensures that the desired changes are implemented in a holistic manner.
In this way, suitable technical solutions and IT services are to be defined for business-critical processes, and efficient and secure IT operation is to be guaranteed in the long term.
We answer your questions:
We find your individual IT strategy
We advise you holistically in the derivation of a custom-fit and implementation-oriented IT strategy. Our experts have experience from numerous IT strategy projects with public authorities, family businesses, SMEs and international corporations.
Implementation of the IT strategy
A clear mandate from IT management, access to and availability of the necessary contacts on the client side, as well as a sanction-free discussion of grievances, deficits or ideas and approaches for possible changes are decisive for the success of our support in deriving an IT strategy.
Our standard approach is based on the Mintzberg Model:
Event Analysis: Looking Back
- What path has the company taken so far?
- Which strategies have proven successful and which have not?
Benchmarking: Looking sideways
- Where does the competition stand?
- What recognisable strategies are the competitors pursuing?
Present Analysis: The View from Above
- Analysis of the overall market in which the organisation operates.
- Analysis including system environments, such as sociological and macroeconomic trends
Structural analysis: the view from below
- Analysis of the company's sales and cost data: What sales are made in which markets? What costs do the sales represent?
- Analysis of the strengths and weaknesses of the organisation: What are we strong in? What do we need to develop further in? How can we do this with the resources available? If necessary, do we need additional resources and what ways could there be to obtain them?
Scenarios: Looking ahead
Which different scenarios result from the analysis so far for the future development of the
- of the markets and
- of the organisation?
Creativity: Looking beyond
Obtain answers to the following questions with the help of creativity techniques:
- What further developments (in the environments, in the organisation itself) are conceivable but currently not predictable?
- What conclusions can be drawn from this for the developments of one's own core strategy?
Requirements for the IT strategy:
We have all the requirements that your IT strategy must fulfil in view for you.
Performance in focus:
Companies can no longer compete successfully without IT, and public administration is also dependent on IT. The IT strategy must reflect the growing demands on IT, especially with regard to the digital transformation, the cultural change in work and the increasing cybercrime.
Binding target picture:
Derived from the corporate strategy, the IT strategy summarises the medium- to long-term goals and design fields for the IT of a company/authority in a binding manner. It also defines measures to track the implementation of the IT strategy, to constantly review the strategic orientation and to flexibly adapt to changing conditions if necessary.
Holistic view:
An IT strategy should sufficiently take into account all relevant parameters (corporate goals, established processes along the value chain, existing resources and technologies, ongoing projects, customer and supplier requirements, organisational and technological developments, etc.).
Feel free to contact us!
Jan Hachenberger
TIMETOACT Software & Consulting GmbHcontactpersonhelper.linkProfile.title