1. Rapidly Develop a Visual IT Strategy
Break the cycle of outdated and unread IT strategies.

2. “If you fail to plan, you are planning to fail.” – Benjamin Franklin
ANALYST PERSPECTIVE
“If you fail to plan, you are planning to fail.” – Benjamin Franklin
All too often, a busy IT organization creates a laundry list of IT to-do projects and calls it an IT strategy. Sometimes they are requests from the business, other times they are projects that simply need to get done.
But being busy doesn’t necessarily mean that you are busy doing the right things. Figuring out which projects are most important from a business-value perspective, and ensuring that projects are done in the right sequence, is absolutely critical to a successful IT organization and business.
By using a purpose- and visual-driven approach to IT strategy that derives your IT roadmap from business outcomes, you can be assured that you are not just doing valuable projects, but doing the right, valuable projects.
David Yackness,
Director, CIO Advisory Info-Tech Research Group

3. Our understanding of the problem
CIOs or IT leaders who need to develop, document, or improve their IT strategy.
An IT leader looking to become more effective.
An IT leader desiring to drive increased business value.
Create an IT strategy using an efficient and logical process.
Visualize IT’s target state and articulate how it will empower the organization’s success. 
Develop the IT target state and IT initiatives designed to optimize business performance and enhance IT maturity.
Communicate the IT strategy to key stakeholders.
IT departmental leaders who need to participate in or lead sections of the development on an IT strategy.
Drive internal and external IT alignment through a common vision and a shared sense of purpose. 
Create a collection of initiatives that streamline progression to the target IT state.
Establish a roadmap of initiatives to achieve the future of IT.

4. Executive summary
IT does not do a good job aligning to business goals, with 47% of business leaders feeling that their goals are unsupported by IT.
The organization spends enormous amounts of money on IT but cannot see its ROI nor the value that IT adds to the organization (Boulton, 2015). 
A list of projects is not a strategic plan. A good strategy clearly links projects to goals.
A compelling strategy proves more than IT’s contribution to business objectives. It details what needs to get done and when.
You do not have to reinvent the wheel to make a good strategy. Start from a conventional base, and work from there.
The speed of business is faster than ever before. This means that IT has a limited amount of time to consider business plans, understand their implications, and adapt (Cox, 2016).
Most IT departments lack the skill to develop an IT strategic plan, resulting in a staggering 92% of IT departments surveyed to claim their IT strategies were less than adequate.
Derive the IT strategy based on the business context. Use Info-Tech’s implications framework to discern IT implications from the business context.
Clearly demonstrate how IT will meet the changing needs of the organization by showing where IT is and where IT wants to be to stakeholders using Info-Tech’s IT Strategy Current and Target State Template.
Use Info-Tech’s prioritization matrix to help make project decisions in a holistic manner that allows for the selection of the most valuable initiatives to become part of the IT strategic roadmap.
Show the clear alignment of the IT strategy to organizational goals using Info-Tech’s IT Strategy Template.

5. Technology is becoming ever more embedded in modern enterprises, blurring the line between the business and IT
2017
Digital Ecosystems
Immersive UX
Autonomous Machines
Automated Cognition
Distributed Validation
Everything as a Platform Decentralized Making
Adaptive IT
1990s
Service Desk
VOIP
Ethernet
Integrated Circuits
Fax
Source: Info-Tech Trend Report

6. While the business has utmost dependency on IT, IT leaders feel that their strategies are unsatisfactory
While the business depends on IT for 84% of their functionality…
84%
of CIOs feel that their IT strategies are less than adequate.
96%
Info-Tech’s CIO Business Vision Diagnostic, N=602

7. That’s no longer an option.
IT’s success is dependent on having a deep understanding of the business
Traditionally, IT was seen as a separate, isolated support function. As such, IT strategy creation often happened in isolation and without a good understanding of the business.
That’s no longer an option.
Business IT
IT should help the business achieve its goals.
The business must see IT as a value generator – not just a cost center.
Each party must understand what the other does.
A clear link must be established to show how the IT strategy supports the business.
Success
Source: Aubert et al. “Information Technology and Organizational Transformation”

8. Understanding the Business Define an IT Strategy & Roadmap
Info-Tech recommends defining the business context before creating an IT strategy
This blueprint focuses on creating an IT strategy by defining the target state, understanding the current state, and closing the gap between them.
Understanding the Business
Define an IT Strategy & Roadmap
Having a clear understanding of the business is crucial to creating an IT strategy that aligns with, enables, and drives the business forward. Instead of guessing what the business needs, a deep dive is required to align with business goals and become a partner in the organization. This blueprint contains activities to discover and document the details IT needs from the business to build an IT strategy.
An IT strategy helps the IT team identify, organize, and execute IT’s goals, capabilities, and initiatives. This will support the entire organization’s technology needs, from running the service desk to driving innovation. This blueprint will help to create and document the IT strategy, mature the IT department, and increase business alignment.

9. What’s the purpose of an IT strategy?
Objectives
Help to organize IT’s financial, technical, and human resources around business value, and provide oversight to manage risks.
Affect how IT decisions are made.
Prioritize IT initiatives to recognize dependencies and synergies.
Improve alignment between the business and IT, and among IT stakeholders internally.
Provide a holistic view of IT’s plan for the future.
Key Components:
Understanding of the business.
Where the business is headed and how it will get there.
Summary of the target state.
What we want the future of IT to look like.
Summary of the current state.
What IT currently looks like.
Roadmap to get from the current state to target state.
Path to achieve the future state of the IT department.
Things don’t just happen; great CIOs make them happen. They build and implement business-aligned IT strategies.
– Reynold Lewke, William Barton Rogers Society

10. This blueprint is designed to create the roadmap that moves IT from the current state to target state
Reaching the target state is the ultimate goal of an organization, accomplished via the completion of initiatives. By uncovering the current state and the ideal target state, a roadmap can be created to chart initiatives and achieve the organization’s goals.
IT Current State
IT Target State
Roadmap
Start
Finish
Although it might be tempting to jump right into putting projects on a roadmap, a thorough understanding of both the target and current states are needed to build a successful IT strategy.

11. Our methodology walks you (and your business) step by step through the development of an IT strategy
With demands for faster change on a budget, you need a dynamic methodology that helps IT achieve the target state. Info-Tech is here to help.
Business Context
Vision/Mission Statements
Target Maturity Ladder
Target State 1
Implications on IT
IT Guiding Principles
IT Capabilities
IT Strategy Scope
IT Strategic Goals
Current Capabilities
Current IT Budget
Current Maturity Ladder
Current State 2
Management &
Governance Diagnostic
IT SWOT
Current Initiatives
CIO Business Vision Diagnostic
Gap Assessment
Prioritized Initiatives
Communication Plan
Initiatives & Roadmap 3
Future IT Initiative
Roadmap
Refresh Plan
Projected IT Budget
Strategy Risk
Approval

12. IT strategy is a crucial step in Info-Tech’s Key Initiative Plan
There are nine Info-Tech Key Initiative Plans to develop and mature an IT department. Completing Info-Tech’s three diagnostics provides an understanding of what stakeholders think of IT. Creating an IT strategy is the next step to take in order to develop a plan based on the feedback from stakeholders.
Step 4
Build Your IT Strategy
Business stakeholders are 3.5 times more likely to be highly satisfied with IT if there is an effective IT strategy in place.
CIO Key Initiative Plan

13. Time is your most valuable asset. Let Info-Tech start you off running.
Customize Info-Tech’s exemplar strategy with the activities in this blueprint
Time is your most valuable asset. Let Info-Tech start you off running.
Reap early value by using the IT Strategy Template, customizing the exemplar content inside. Relevant activity slides are denoted in the top-right corner with the following symbol:
For a more thorough IT strategy, follow the in-depth version of the IT Strategy Template (denoted by a +). Otherwise, delete the slides marked “in-depth” and efficiently create your IT strategy.

14. Keep in mind the following metrics to gauge strategy success
Goal of IT Strategy
Key Metric
IT strategy is built to support the business.
Percent of capabilities in the IT strategy that support the business capabilities.
Percent of business goals for which support can be traced to the initiative level.
The increase in IT budget that is granted to the IT organization from stakeholders because of the IT strategy.
Changes in the level of business stakeholder satisfaction survey feedback before and after IT strategy development.
The IT strategy provides the vision for the IT organization.
Number of new roles, processes, data, technology, and sourcing options identified by developing the IT strategy.
Number of IT capabilities that are created, enhanced, and removed.
Changes in communication satisfaction from the business stakeholders before and after approving IT strategy.
There is awareness of the IT strategy and a clear assignment of accountability for execution.
Percentage of IT strategy components that are integrated as part of staff performance goals.
Frequency of assessment to the published IT strategy for refresh.
Percentage of strategic initiatives with accountability assigned.
Start tracking these metrics now to see how well you’ve improved later.
Source: COBIT 5, “A Business Framework for the Governance and Management of Enterprise IT.”

15. 1Battle Systems’ strategy included the following components:
A CIO’s journey through building an IT strategy using Info-Tech’s methodology
CASE STUDY
Industry
Source
National Defense
Info-Tech Workshop
1Battle Systems*
1Battle Systems in Columbus, Ohio, is a world-renowned tank manufacturer that stands out as both a leader in protecting countries and a leader in product innovation and operational efficiency.
IT Strategy Revamp
1Battle had a huge organizational shift in its vision and goals, with the objective of improving its culture and brand. The IT department needed to quickly change in step with the business in order to support these goals. With Info-Tech’s help, the team decided to create a new IT strategy that directly aligned to the new vision and looked at both IT and the business’ goals, capabilities, and initiatives for the current and future.
Results
After learning about organizational changes to the business through stakeholder interviews, the team quickly created a business-aligned IT strategy within five days. IT was able to understand the risks and opportunities for the upcoming years, and create a prioritized list of initiatives that the business supported.**
*Names and some details have been changed for client privacy.
**Info-Tech clients have seen up to a 10% increase in their CIO BV results after completing an IT strategy workshop.
1Battle Systems’ strategy included the following components:
Understanding the organization
Implications and opportunities for IT
Current state of IT
Future state of IT
Gap analysis and roadmap

16. Use these icons to help direct you as you navigate this research
Use these icons to help guide you through each step of the blueprint and direct you to content related to the recommended activities.
This icon denotes a slide where a supporting Info-Tech tool or template will help you perform the activity or step associated with the slide. Refer to the supporting tool or template to get the best results and proceed to the next step of the project.
This icon denotes a slide with an associated activity. The activity can be performed either as part of your project or with the support of Info-Tech team members, who will come onsite to facilitate a workshop for your organization.

17. Info-Tech offers various levels of support to best suit your needs
Guided Implementation
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY Toolkit
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
Workshop
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Consulting
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options

18. Rapidly Develop a Visual IT Strategy – project overview
1. Identify the Target State
2. Assess the Current State
3. Bridge the Gap and Create the Strategy
Best-Practice Toolkit
Identify the IT implications and set the IT strategy scope.
1.3 Create the vision and mission statement along with guiding principles.
Create IT goals, identify target IT maturity, and define target-state IT capabilities.
Assess current-state IT capabilities and IT initiatives, and show their relationship.
Review current IT budget, conduct IT SWOT analysis, and identify the current IT maturity.
Conduct gap analysis and define necessary initiatives to show how to get to the target state.
Create initiative profiles, identify strategy risks, determine budget gap, and create a roadmap to move toward IT strategy approval.
Secure approval, communicate, and refresh the plan.
Guided Implementations
Identify the business context status and IT implications.
Create components of the IT target state.
Assess current IT capabilities, initiatives, and budget.
Examine additional factors impacting IT and identify the current IT maturity.
Assess the gaps to the target state.
Work toward IT strategy approval.
Onsite Workshop
Module 1:
Identify the Target State
Module 2:
Assess the Current State
Module 3:
Bridge the Gap and Create the Strategy
Phase 1 Outcome:
Defined IT target-state components.
Phase 2 Outcome:
Defined IT current-state components.
Phase 3 Outcome:
Identify initiatives to reach the target state.
Prepare strategy for approval.

19. Workshop overview
Contact your account representative or for more information.
Workshop Day 1
Workshop Day 2
Workshop Day 3
Workshop Day 4
Workshop Day 5
Activities
Answer “so what?”
1.1 Review the business context.
1.2 Identify IT implications from the documented business context.
1.3 Group the IT implications into themes.
1.4 Define the IT strategy scope.
Define the IT target state
2.1 Create the IT vision statement, IT mission statement, and identify IT guiding principles.
2.2 Define IT goals.
2.3 Indicate the target state IT maturity.
2.4 Identify target-state IT capabilities.
Assess the IT current state
3.1 Assess current IT capabilities.
3.2 Review MGD results.
3.2 Assess in-flight initiatives.
3.3 Identify relationship between current initiatives and capabilities.
3.4 Review current IT budget.
3.5 Conduct IT SWOT analysis.
3.6 Review CIO BV results.
3.7 Identify current-state maturity.
Bridge the gap and create the strategy
4.1 Assess the gaps between current- and target-state capabilities.
4.2 Brainstorm initiatives to address the gaps in capabilities.
4.3 Create initiative profiles.
4.4 Identify IT strategy risks.
4.5 Identify required IT budget.
4.6 Sponsor check-in.
Next steps and wrap-up (offsite)
5.1 Complete in-progress deliverables from previous four days.
5.2 Set up review time for workshop deliverables and to discuss next steps.
Deliverables
Implications on IT from the business context
IT strategy scope
IT vision statement
IT mission statement
IT guiding principles
IT goals
Target-state IT capabilities
Documented current IT capabilities, IT initiatives, and their relationships
IT SWOT analysis
Current to target-state gap assessment
List of initiatives to reach the target state
IT strategy risks
Documented relationship between IT goals, capabilities, and initiatives.
Completed IT strategy template
IT strategy roadmap