You probably need to have more than one IT strategy. In this article we focus on our Strategy Landscape tool. Not only can it help you to analyze better, it also gives you an overview of the different strategies within an organization, their interdependences and how they are related to the goals of the business.
Does it make any sense to develop IT strategies that are set three years into the future, when technology is evolving so quickly that it is hard to predict and plan far ahead? YES. Strategies may never have been as important as they are now. What is essential is that the structure of the strategy is flexible and dynamic.
An IT strategy should always be prepared with comprehensive business insight. This ensures that the IT strategy generates value for the organization, and that in connection with other activities, the strategy can realize synergistic effects throughout the organization.
In the procurement of strategic IT contracts, such as new systems, new technology or consulting services, businesses often focus too much on prices and requirements, and not enough on business needs and value generation. We can equip you with a good foundation for “strategic sourcing.”
Words like strategy and strategic are often used carelessly and that leads to confusion around these concepts. What is a strategy, actually? What does it consist of? How can you tell the difference between good and bad strategies? In this article Sune Dybdal and I address these questions and share our approach to strategic planning.
A good IT strategy is a major catalyst of growth, development and innovation. It helps to ensure a healthy symbiosis between the business and IT. This is necessary for corporations as well as for smaller businesses with few employees. In this article, I dispel the myth that IT strategies are something of interest for big businesses only.
IT strategies that take people’s habits and behavior into account are more successful. Would you like to know why?
When we integrate behavioral design into the IT strategy, as a natural supplement to the classic strategic methods, it opens the way for organizational changes that create greater business value that is carried into effect among the coworkers and management throughout the organization
The majority of Danish SMEs do not have an IT strategy and lack digital direction, and this lack prevents them from having a successful digital transformation into the US market. The good news is that once Danish SMEs increase their digital capacity, their potential to do well in the US is great.
Public and private companies have to stop paying external IT consultants by the hour. They should instead jump into a collaborative model by paying fixed fees based on what the consultant will add in value.
“What is the best approach to creating an IT strategy?” This is a question that I have been asked many times – along with a “What is your best practice strategy template?”. The reality is, however, not that it is not that simple – and there is no specific and final answer.