Develop a computer strategy to maximize the value of companies
Companies must develop a written business plan to succeed in today’s competitive business environment. A business plan defines the strategies and tactics of the company and provides a roadmap to success.
The same concept also applies to your information technologies (IT). If your business does not have a documented IT plan – or strategy, your technological investments are probably considered a necessary cost to do business instead of an investment offering optimal business value.
Developing a computer strategy is an essential requirement for all companies. An effective IT strategy defines the technology, people and processes needed to meet the needs of businesses.
More importantly, a computer strategy directly connects IT services with business processes, providing a framework for effective metric-based technological decisions in support of business objectives and objectives.
In a previous article, I discussed the key elements it must provide to recognize the value of your commercial investment:
• Align it with commercial objectives
• Provide high quality critical business functions
• deliver specified and measurable levels of service
• Provide tactics of recommended risk mitigation
• Maintain profitability.
Align it with commercial objectives. This is the most important element and becomes an impulse for a computer strategy that directly supports the commercial strategy.
An effective IT strategy clearly defines how all IT services and service delivery processes align with business objectives. It also describes a future state where your computer services contribute directly to the sustainability and growth of companies.
The strategy defines the basis of the company’s alignment, responds to the provision of technology services and describes the costs associated with the delivery of these services. In summary, it provides a road map or road plan for a direct contribution to the success of the company.
There are several key problems to recognize and issues to be addressed when considering a well-defined IT strategy:
• How do we know if our computer services are aligned with the company?
• If it is not aligned with the company, what does it cost us?
• How do we align our computer plans to directly support business objectives?
• How much will it cost?
• How will the IT policy contribute to income goals?
• How do we know when we are aligned?
• How are we going to maintain alignment?
To develop a computer strategy, a global vision of technology, people and processes will provide the greatest advantage.
Technology includes all business software required for your business and also incorporates global network infrastructure and architecture to support business software.
The element of people consists of all internal IT staff and external computer resources you use. In addition, you must include all resources that bring time and effort to computer functions. All direct and indirect costs are included.
Processes must include all business processes supported by it – or this could be supported by it. Computer processes include all operational activities such as purchasing, configuration management, change management, service and support.
There are several issues to consider in the early stages of assessing and formulating a plan to develop a computer strategy:
• Does your technology meet the current business needs?
• Can your technology scale respond to changing demands of the company?
• What are the key integration points and will adapt and develop effectively?
• What is the most effective procurement strategy for people and technology?
• What is the most cost-effective way to provide the quality and service levels required by the company?
• Are your processes correct in all areas of computer operations?
• Are all the risks of technology and IT governance recognized?
Once you have provided preliminary answers to these questions, you are better ready to start the process of developing the strategy.
The development of the IT strategy can be AC