The bad economy and competition from overseas are challenging the ability of the companies to remain competitive. Companies are in need of more effective and more business-oriented IT services to obtain the edge they need to be successful in the new economy. Several trends have been emerging in recent years to address this situation, like centralizing services to better manage costs, and outsourcing.
The new IT strategy takes notice of all these facts in preparing a path to succeed under the new realities. Define here which parts must be confidential and which others must be shared and to whom. This and any other document describing the IT strategy must be considered highly confidential. Only the top executives and the IT steering group should have plenty access to the IT Strategy document set. Any other access, including public sharing, must be explicitly declared inside the corresponding document.
Some parts in this document are intended to be of public access. They should be distributed to employees and be shared with clients, partners and suppliers. Sections intended to be of public access are:. The top executives and the IT steering group must receive an encrypted copy of this document through protected, internal mail with electronic signatures to guarantee the confidentiality, integrity and authenticity.
The assessment will also highlight constraints that could tamper the ability of the service provider of meeting its goals. The objective of this step is to define a number of objectives that will be the primary input to define the strategy. There are other services that, although well served, are not cost-efficient because of the lack of a proper user population size. They are general services that are better managed if integrated at the corporate level.
The most evident are the Security Services and the Communications Services. Some services are already integrated at the corporate level.
They are basically the Internet Services and the Accounting Services. Financial Analysis. Human Resources. The current human resources have received training and are considered skilled for the work they are currently performing, according to the surveys. Nevertheless, the size of the work force is below the required capacity for the services currently been provided, especially for Support Services.
As plans call for services improvement and upgrading, an aggressive re-training plan should be implemented as well. The effectiveness at which services are operated and the net value customers receive from that services have been increased dramatically in recent years. Nevertheless, there is plenty of room for immediate improvement programs. Technology has become a part and parcel of our life. Upgrading IT every single day will assist in taking the business to a new level.
An overarching IT strategy is as important as the finance department for a company. And to gain a substantial competitive advantage over other firms, the IT strategy template is going to come handy for an ambitious firm.
You can also see the Brand Strategy Template. You can also see Strategy Template. Leaders must be sense-makers. Make sense of confusion by constantly adjusting the strategic framework as new circumstances develop.
Integrate the parts, and work on the system as a whole. The group must be small enough to be intimate and effective, and large enough to include all relevant views. The very people ignored by top management are often the ones who should attend the strategic analysis session. The background paper seeks to establish the underpinnings of a common understanding.
Mutual accusations raged. When government representatives spoke, they accused NGO- leaders of not seeing the big picture and not listening to the government. When NGO- leaders spoke, they accused the government of living in an ivory tower and ignoring daily reality in the villages.
Those of us from The Hunger Project listened in despair, ready to pack our bags and concede failure.
By the time Bajaj sat down, the atmosphere had changed. Participants were shocked that the world outside India was watching. Participants worked together until they had a shared understanding. Participants must listen and learn before jumping to conclusions. They must be honest and talk straight. They must appreciate and acknowledge — without depending on appreciation by others. They must trust other participants. They must communicate potently — without judgment or justification or excuses.
They must not make decisions until there is alignment. Finally, they must be vigilant of their own beliefs and biases. As strategy is implemented, obstacles and details come up, and it is easy for misunderstanding, conflict and discord to arise. In every phase of the process, shared understanding is needed newly to build the strength and confidence for implementation and continuous evolution.
Phase 2. Vision is defined as a statement of what is possible to achieve, is worth achieving, and represents a new quality of life for all concerned. The strategic intent must be big enough to provide vision, and yet short-term enough for each participant to wrap his or her arms around it and to be energized.
They developed a new strategic intent to transform the plant into a world-class power systems factory. They must embrace a new relationship to failure and risk. They must show flexibility instead of being wedded to existing structures. Finally, they must be obsessed with achieving the strategic intent. Phase 3. Nutrition assessments. Literacy rates, particularly of women. Marriage age. The percentage of the population with access to family welfare services.
The percentage of the population with access to clean drinking water. Participants then selected the indicators they would initially target and drive.
For example, how can leadership, risk-taking and innovation, or the unleashing of local creativity, be measured and monitored? The pitfall is that managers will measure the past instead of the achievement of the future.
Second, all members of the organization must understand and commit to the indicators and to their targets. Phase 4. Each strategic objective is a major thrust that provides what is missing for achieving the strategic intent. Strategic objectives afford new vantage points and pathways. Each strategic objective stands on its own, yet works synergistically with the other objectives.
Several training courses were created to facilitate goal attainment. This was politically smart, since the states are very powerful. Without their cooperation, national policies or directives are simply not 14 Strategy-In-Action Thomas D. Two strategic objectives were to cause a shift in public attitudes that inhibit human development, such as attitudes toward the marriage age, toward education for girls, and toward women and girls in general; and to transform existing delivery systems for human services to achieve greater efficiency and employment opportunities for the poor.
Phase 5. Two types of leadership must be distinguished: the leaders and the background empowerment. A Human Resource Board was created to leverage best practices in leadership styles, employee involvement, joint training, self-directed teams, and reward processes worldwide.
Its members needed to carry enormous stature and reputation — that is, an outstanding record of accomplishment — and be willing to stake their reputations on the outcome of the strategy process. They needed to hold posts at senior levels in organizations vital for fulfilling the strategic objectives; be able to mobilize human and financial resources; have access to expertise in the disciplines that were needed in the strategy; and have access to people at the grassroots level.
The background-of-empowerment role was played by Hunger Project staff, who often had the ultimate thankless job: foregoing credit when things worked, yet bearing the blame when they did not. Relationship is everything: the broader the foundation of relationship and partnership, the higher the accomplishment that can be built.
Participants must demonstrate utmost integrity. They must check their egos — but not their commitment to collective success — at the door. They must give each other permission for coaching. They must cultivate an enabling environment. Phase 6. The new landscape of possibility informs — and transforms — the strategic process by providing rapid feedback to the strategy.
Ground-breaking projects explore innovative ways of achieving the objectives. One project changed legislation so that women, who cannot own land, can get bank loans to build their businesses. Another trained 67, village officials — men and women — to be effective leaders. The team built a growing sense at the Works that change was possible and that things could and should improve.
Participants must pick easy actions first; this builds and strengthens the sense of accomplishment and confidence. And they must catalyze rapid-fire successes, usually through bold promises and requests. Phase 7. In strategy-in-action participants constantly take stock, learn from innovations elsewhere, engage others, and enrich their strategy for the next round of the process.
Systematically communicating successes — and, yes, failures — is as important as producing those successes and failures is. Visual displays can be used to keep all participants informed.
Every breakdown can reveal a pathway to a breakthrough. The team met informally each morning to check what each member planned to do, to agree on priorities, and to assign work flexibly.
Team members continuously scanned issues, communicated with managers and employees, and at times got the job done when trades people were not available.
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