Shaping the future of the organisation through better ICT Strategy

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…