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From business strategy to strategy-compliant IT - activity planning

Author: Mag Eric Kaltman, Senior Consultant TEMA

Part 1: Of the business strategy to IT strategy

The derivation of the IT strategy from business strategy set as a basic principle, a matter of course, the standard practice shows, however, hardly examples of a convincing and-strategic priorities to the level of the action plans, or at least development and allow project plans. This is a consistent strategic penetration not only in terms of "manageability" of importance, but also as an operational tool for the individual IT teams in their planning activities. The integration of the "top down" approach to strategy development with the "bottom up" approach operational planning activities becomes a "turbo boost" for IT.

starting point of the IT strategy development are the strategic success positions (hereafter abbreviated as SEP) of the corporate strategy (the development is the same elsewhere - "Balanced Strategy" - received). To derive the IT SEPs in addition a potential analysis of IT systems is carried out on the one hand accounts for changes in the IT market, on the other hand, the existing internal potentials.

Examples of changes in the IT market had about topics such as cloud computing, Social Media / Web 2.0, high bandwidth available, open source products, Web Services / SOA, such as in software development or the emergence of Agile Development. . Internal potentials often give information on standardization and consolidation options with the cost of state and existing improvement

Examples of possible IT SEPs are:

• quality with a focus on availability and performance in the operating
• solutions for the automation of internal workings
• developing the use of corporate synergies
• Short development times
• compliance with IT Security Standards
• cost efficiency in operation
• - house expertise (capacity and training) in defined key IT technologies
• etc ....

from the IT SEPs then the IT scorecard objectives (if a balanced scorecard is in use) in coordination with the scorecard objectives of the company derived. This is done in the usual manner, with the scorecard quadrants "Products - Processes - HR - Finance. The products from an IT perspective, are primarily applications and the applications, underlying infrastructure, process structuring, standard IT process models are used, such as ITIL, for simplicity, we distinguish between Organization and management, development, operations, sourcing and service level management (this level is the experience, the best to define the IT strategy in the narrow sense) are from HR sheet under the terms of the IT strategy mainly training / development and strategic capacity management process . The Finzanzstrategie deals a hand with strategic issues such as buying vs.. Leasing, etc., but also issues such as billing model, tariff setting and of course the total cost management.

The resulting IT strategy in the narrow sense defined the basic principles of design and therefore the scope to achieve objectives. The main components are the same and correlating content (Using above structure): With

derived from the presence of SEPs IT strategy, or rather their contents in above-mentioned structure of the foundation for a business-compliant IT strategy has been laid. Without consistent transformation in the Master Plan and without traceable "integration" of the topics (such as ... Application development, infrastructure management, support) from the IT departments are, however, the optimal efficiency of the strategy will not be run. (This part 2 of the article, which will be posted asap) offers