Shaping the future of the organisation through better ICT Strategy
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The document presents an in-depth discussion on ICT strategy and its importance in shaping organizational goals amidst uncertainty. It outlines the distinction between ICT strategy and ICT plans, emphasizing the need for a robust strategy to drive business alignment, influence executive decision-making, and engage staff. Various components of a successful ICT strategy are highlighted, including governance, current and future state analysis, and a roadmap for implementation.
Shaping the future of the organisation through better ICT Strategy
- 1. Shaping the future of the Organisation Through better ICT Strategy Australian Computer Society Canberra 2014 23rd September 2014 Presenter: Matthew Ryan twitter: @matthewvryan au.linkedin.com/in/matthewryanveritec/ www.veritec.com.au
- 2. What is strategy? Strategy (from Greek) is a high level plan to achieve one or more goals under conditions of uncertainty.
- 3. What is strategy? Max McKeown (2011) "strategy is about shaping the future" and is the human attempt to get to "desirable ends with available means”.
- 4. What is strategy? Henry Mintzberg from McGill University defined strategy as "a pattern in a stream of decisions" to contrast with a view of strategy as planning
- 5. What is strategy? Michael Porter "...broad formula for how a business is going to compete, what the combination of goals should be, and what policies will be needed to carry out those goals”
- 6. What is strategy? Strategy is the utilization, during both peace and war, of all of a nation's forces, through large-scale, long-range planning and development, to ensure security or victory.
- 7. What is ICT Strategy? My Definition High level plan that identifies the ICT objectives, initiatives and resources required to contribute to the business strategy. Including the decision making framework that helps the executive deal with future uncertainties.
- 8. Strategy vs Plan ICT Strategy ICT Plan • Longer term – 3 to 5 years • Future ICT Environment • Objectives • Initiatives • Roadmap • ICT Capabilities required • ICT Organisation required • More robust • Decisions are Principle based • Short Term – 3 mths to 18 mths • Focused on outputs • Bounded by Time, Cost and requirements • Fragile – affected by issues and risks • Decisions are outputs based
- 9. To not have an ICT Strategy
- 10. To have an ICT Strategy
- 11. Why have an ICT Strategy ICT Strategy No ICT Strategy • CIO most likely reports to the CEO • Influences the business strategy • Seen as a key enabler • Getting funding is easier • Seen as key area to invest in • Proactive, top down direction • Clear vision and direction • Staff are more engaged • ICT is consistent and aligned • CIO most likely reports to the CFO • Reacts to the business strategy • Seen as a necessary evil • Getting funding is hard • Seen as a cost centre • Reactive, bottom up response • Hard to see where you are heading • Staff are present only • ICT is expensive and cumbersome
- 12. A bad ICT strategy
- 13. A Good Strategy
- 14. Good vs Bad Good ICT Strategy Bad ICT Strategy • Produced through a strategic thinking process • Inclusive of all ICT executive and key business people • Actively used and referred to • Embedded in ICT Governance • Communicated and understood by staff • Produced by a single person • Sits on the shelf and not used • Separate from governance • Not communicated consistently
- 15. Strategic Thinking Process Business Context Current State Drivers for Change Future State The Strategy The Roadmap Ongoing Governance
- 16. Business Context • Outcomes • Outputs (products/services) • Stakeholders • Value Chains • Operating Model • Business Capabilities Business Context Current State Drivers for Change Future State The Strategy The Roadmap Ongoing Governance
- 17. Current State • AS IS Architecture – Information – Applications – Infrastructure – Security • AS IS Organisation – Processes – People – Information – Technology Business Context Current State Drivers for Change Future State The Strategy The Roadmap Ongoing Governance • SWOT (Strength, Weaknesses, Opportunities, Threat)
- 18. Drivers for Change • External – Legislative Change – Mandatory Government Policy – Technology Directions of Vendors • Internal – CEO Direction – Corporate Strategy – Classification of Information – Budgets – Locations – Headcount – Security/Risk Setting – Burning bridge/aging technology Business Context Current State Drivers for Change Future State The Strategy The Roadmap Ongoing Governance
- 19. Future State • TO BE Architecture – Information – Applications – Infrastructure – Security • TO BE Organisation – People – Process – Technology – Information • Document Key Decisions • Document architecture principles Business Context Current State Drivers for Change Future State The Strategy The Roadmap Ongoing Governance
- 20. ICT Strategy • Objectives • Initiatives • Rationale – Tie back to the SWOT – Tie back to the Drivers – Tie back to the key decisions Business Context Current State Drivers for Change Future State The Strategy The Roadmap Ongoing Governance
- 21. Roadmap • All initiatives over the duration • High level definition of each initiative – Outputs – Budget – Resources – Timeframe • Identify dependencies • Identify risks • Aggregate view of the portfolio of projects needed to deliver the strategy. Business Context Current State Drivers for Change Future State The Strategy The Roadmap Ongoing Governance
- 22. Ongoing Governance • Architecture Principles • Policy • Decision making framework • Key Decision Papers – Issues – Options – Recommendation Business Context Current State Drivers for Change Future State The Strategy The Roadmap Ongoing Governance
- 23. Strategy – Short Version Business Objectives Authoriative Knowledge Sharing Objective 2, 3, 4 Business Initiatives Drive knowledge transfer between stakeholders Build on our world– leading knowledge base to support Members and the sector Optimise global collaboration and the dissemination of high quality information Business Initiatives ICT Objectives Enable Global Relationship Management ICT objective Initiatives • Drive forward CRM adoption • Integrate CRM with Mailchimp • Integrate CRM with Eventbrite • Sync JIVE networks with CRM • Allow members to update their details online ICT initiatives Rationale • Single interface for members • Support account managers in the field • Support event managers in the field • Desire to increase the member base and member fee revenues • Gather feedback from members and stakeholders on information that is needed to be shared Rationale to tie back to the thinking process Governance ICT Strategy >> TO BE Infrastructure Architecture >> Project Governance Framework Security Plan >> Security Policies & Procedures >> Annual Security Assessments Decisionmaking framework
- 24. Strategy – Long Version • Business Context – Business Strategy & Priorities – Outcomes – Products and Services – Value Chains – Business Capabilities • Assess the current state – AS IS Architecture – AS IS ICT Organisation – SWOT • Identify drivers for Change – External Drivers • Legislations • Policy • Vendor Trends – Internal Drivers • Budgets • Headcounts • Locations • Legacy Systems • Determine the future State – TO BE Architecture – TO BE Organisation – Key Decisions – Architecture Principles • The Strategy – Identify Initiatives to reach TO BE – Align the Initiatives with objectives – Document your rationale • The Roadmap – High Level Plan – High Level costs, timeframes and resources – Sourcing Approach • Governance
- 25. Execute and Manage the Change • Do the thing right! • Good change management • Good communications • Strong leadership • Nuts and bolts project management • Collaborative workspaces • Topic for another day…
Editor's Notes
- #8: Matthew Ryan - High level plan that identifies the ICT objectives, initiatives and resources required to contribute to the business strategy. Including the decision making framework that helps the executive deal with future uncertainties.
- #10: CIO most likely reports to the CFO Reacts to the business strategy Seen as a necessary evil Getting funding is hard Seen as a cost centre Reactive, bottom up response Hard to see where you are heading Staff are present only ICT is expensive and cumbersome
- #21: Analysis and workshops.