shaping the future of the organisation through better ict strategy
DESCRIPTION
What is ICT Strategy, why you should have one, what makes a good ICT Strategy and how do you produce one. Also including what does one look like.TRANSCRIPT
Shaping the future of the OrganisationThrough better ICT Strategy
Australian Computer Society Canberra 2014 23rd September 2014
Presenter: Matthew Ryantwitter: @matthewvryan
au.linkedin.com/in/matthewryanveritec/www.veritec.com.au
What is strategy?
Strategy (from Greek) is a high level plan to achieve one or more goals under conditions of uncertainty.
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”.
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
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”
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.
What is ICT Strategy?
My DefinitionHigh 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.
Strategy vs PlanICT 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
To not have an ICT Strategy
To have an ICT Strategy
Why have an ICT StrategyICT 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
A bad ICT strategy
A Good Strategy
Good vs BadGood 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
Strategic Thinking Process
Business Context
Current State
Drivers for Change
Future State
The Strategy
The Roadmap
Ongoing Governance
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
Current State• AS IS Architecture
– Information– Applications– Infrastructure– Security
• AS IS Organisation– Processes– People– Information– Technology
• SWOT (Strength, Weaknesses, Opportunities, Threat)
Business Context
Current State
Drivers for Change
Future State
The Strategy
The Roadmap
Ongoing Governance
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
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
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
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
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
Strategy – Short VersionBusiness 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
Decision making framework
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
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…