IT Strategy: The key to winning executive support.

Transcription

1 IT Strategy: The key to winning executive support. itsmf Atlantic Halifax May 30 th IT Strategy, Leadership and Value Deloitte Inc.

2 Objectives In this presentation you will: 1. Learn what is IT Strategy 2. Understand why is IT strategic planning the key to winning executive support for your IT Service Management initiatives 3. Learn how to go about creating an IT Strategy that wins the executive support! 4. Discover 10 characteristics of Best IT Strategies 5. Learn where to go for more information 2 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

3 Your presenter Dalibor Petrovic, PMP, I.S.P. Senior Manager, Deloitte. Certified ITIL Service Manager Certified CobiT Professional Certified ISO Consultant and Internal Auditor, Certified Project Management Professional (PMP) President of itsmf-northern Alberta, Edmonton, Canada EIN Exam Marker for ITIL Service Manager certifications Deloitte: Helping Business Leaders maximize their Return on IT Investment Helping Technology Leaders demonstrate Value of the IT Investment Contact: Phone: ; dpetrovic@deloitte.ca 3 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

4 Presentation Agenda S E C T I O N S A B C What is IT Strategy and why does it matter? How to go about creating a winning IT Strategy? 10 Characteristics of Best It Strategies 4 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

5 Lets Start with a Definition strategy / stratidƺi/ NOUN (pl. Strategies) 1 1. a plan of action designed to achieve a long-term, or overall aim. 2. the art of planning and directing overall military operations and movements in a war or battle. Often contrasted with tactics. 3. the art of using similar techniques in politics, or business What then is an IT strategy? An IT strategy defines the organization s requirement, or demand for information, services and systems to support the overall strategy of the business. It is firmly grounded in the business, taking into consideration both the competitive impact and integration requirements of IT. Essentially it defines and prioritizes the investment required to achieve the overall business goals using Information Technology means. IT strategy could therefore be defined as: 1. The plan of action designed to achieve the long-term goal 2. The iterative, ongoing process (or art) of planning 1. Source: Oxford Dictionary, Canadian Edition, IT Strategy: The key to winning executive support 2007 Deloitte Inc.

6 Why should IT Strategy matter to you? Top Ten Reasons organizations are unsuccessful implementing ITIL/IT Service Management (in reverse order) 2 : 10. Not considering the complete ITIL Framework 9. Ignoring solutions other than ITIL CobiT, Six Sigma, CMMi 8. Allowing departmental demarcations silo approach 7. Failing to maintain momentum 3-5 years is a long time! 6. Being too ambitious doing it all at once 5. Focusing too much on performance, not enough on quality 4. Not assigning process owners squarely lay responsibilities 3. Not creating Work-Instructions getting lost in process maps 2. Spending too much time on complex process diagrams 2. Source: Malcolm Fry, ITIL pioneer and Industry Luminary 6 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

7 Why should IT Strategy matter to you? NUMBER ONE Reason Organizations are unsuccessful implementing IT Service Management?: LACK OF SUSTAINED EECUTIVE SUPPORT Source: Malcolm Fry, ITIL pioneer and Industry Luminary 7 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

8 EECUTIVE SUPPORT? STEP 1: Understand Executive's Concerns Aligning (Integrating) IT with business Meeting business and user needs Coping with change Dealing with senior management Managing costs, budgets and resources Keeping up with technology Recruiting and retaining staff Time and resource management Infrastructure management Maintaining skills and knowledge 8 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

9 EECUTIVE SUPPORT STEP 2: provide solutions to these concerns Relevant Coherent Consistent Directional Actionable Measurable Logical Inclusive.thought the process of IT Strategic Planning and its product /outcome the IT Strategic Plan 9 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

10 Back to the definition What then is the IT strategy? The IT strategy defines the organization s requirement of demand for information and systems to support the overall strategy of the business. It is firmly grounded in the business, taking into consideration both the competitive impact and alignment requirements of IT. Essentially it defines and prioritizes the investment required to achieve the overall business goals using Information Technology means. IT strategy could therefore be defined as: 1. The plan of action designed to achieve the long-term goal 2. The iterative, ongoing process and art of planning 3. The communication tool for visions, plans and activities 4. The vehicle to address executive s concerns, and therefore The Key to Winning and sustaining executive support 10 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

11 All IT strategies are not created equal Type A IT Integral to Corporate Strategy IT Strategy developed as part of overall corporate strategy and direction A1. Product/service strategy-- Prevalent where IT is integral to both product and operations e.g., financial services, entertainment sectors, etc A2. Business transformation Prevalent in companies facing fairly major business transformation efforts including operations and infrastructure consolidation Type B IT Support of Business Strategies IT Strategy focused on supporting business unit strategies. May be part of an effort to expand business planning horizons and integrate business strategies Our experience: ~10% of IT Strategies Approach is integrated as part of corporate strategy development process. A1. May address overall competitive positioning or simply product/service offerings within established positioning. A2. May start from established business model vision or start with infrastructure opportunities and surface business implications and ultimately clarity on business model Our experience: ~20% of IT Strategies Majority of IT strategies developed collaboratively and iteratively with business. Often requires clarifying and playing back business unit strategies and developing IT Implications. Approach can be driven by either IT or the BU through joint workshops and working sessions Type C IT Support of Business Operations IT strategy typically focused on improving IT support of operations or value from IT spend. Often issues and gaps driven. IT priorities, capabilities, and issues vetted and aligned with business needs. Our experience: ~40% of IT Strategies Generally to uncover and resolve issues and ensure better alignment. Approach may be driven by IT with business involvement at key intervals or driven by business to develop IT awareness and spur change. Type D Enterprise Service Provider IT strategy focused on defining applications, information, and technology architectures, IT services, and cost structures then selling the vision, costs, and value to business leadership. Our experience: ~30% of IT Strategies Approach is IT-centric, within the context of the business. The approach of choice for IT organizations operating in a service provider role. May also be useful as a learning experience for IT before planning with business counterparts. 11 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

12 Now what? How do I create an effective IT Strategic Plan? How is this accomplished? Understand Business Objectives Assess the Current State Define the Future State Analyze Gaps Identify Initiatives and Projects Estimate Projects - RVIP Create Roadmaps Sell the Plan and win Executive Commitment Review Business Plans and Business Strategies, understand business goals, identify customers, understand the source of competitive advantage, interview Key Business stakeholders. Inventory existing technology, services and people; interview IT stakeholders within and outside the IT department, conduct customer satisfaction surveys. Involve executive management. Workshops and Interviews with stakeholders throughout the organization, knowledge of the industry, trends, technology, processes, frameworks blended with deep understanding of Corporate Vision, Mission and Goals. Compare the vision of the future with the assessment of the current state. Identify gaps between the two states in a Gap analysis. Verify with executives. Translate Gaps into concrete and specific high-level initiatives. IT Service Management could be considered here. Dissect initiatives into distinct Programmes and projects. Each Project within each initiative needs to be estimated for its strategic alignment to the overall vision, resource requirements, duration and costs to implement, and then resources (costs) to maintain. Key for Budgeting! In addition to laying out the destination, an effective IT strategy produces a roadmap of how to get there, mobilizes people, and addresses barriers and risks. Involving Executives (and other stakeholders) throughout the process, ensuring communication is open throughout the process, validating major milestones, and requiring official sign-off on Strategy are the KEYS! 12 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

13 1 IT Strategy Where the Business and IT Objectives come together Purpose of an IT Strategy Integrate IT with the current and future needs of the business. Enable business to meet its objectives in an efficient and effective manner. Provide quality service to customers and employees. Leverage best practices in Information Technology (IT). Business needs drive technology, and technology enables business capabilities Vision External Drivers (economy, competition, emerging technologies, etc.) Strategy Processes IT Strategy Technology Line of Business Line of Business Business Needs Drive Technology Shared Corporate Strategy Line of Business Line of Business Applications Infrastructure Line of Business Line of Business Technology Enables Business Capability Channels and Customer Service Customers People and IT Processes 13 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

14 2 Assess the Current State Dimensions of Evaluation Best Practices Scale Process and Policies A) Performance Management User expectation management Service levels Customized to technology Monitored reports and tracking tools Help desk employs leading technology & practices Customer Satisfaction B) Service Management Periodic meetings Change order process & Service Requests Formal escalation procedure Knowledge sharing & innovation Leverage vendor experience with other clients Access to up-to-date documentation Good will to vendor C) Financial Management Invoice and order reconciliation Pricing / Deal Objective alignment Price management; Cost Allocations Model D) Contract Management Clarity of contract scope Contract management Audit; Benchmarking; Dispute resolution Termination conditions Governance Structure Audits identify potential discrepancies, A) Organizational Structure savings opportunities Efficient structure of outsourcing mgmt group Size of the residual organization Continuity at the account manager level Retained/Residual Organization size B) Roles and Responsibilities not in line with industry benchmark. Clear definition of roles and responsibilities Restructure to manage multi-vendor C) Human Resources Factors sourcing arrangement. Contract management knowledge and skills Mgmt compensation related to contract performance Reorganize staff to realize cost savings Consistent communication 14 IT Cultural Strategy: bridging The key to winning executive support 2007 Deloitte Inc. Red Zone Yellow Zone Green Zone 5 Example Recommendations Service Levels change with technology maturation cycle; continually adapt SLAs to reflect this evolution. Use both qualitative and quantitative measures. Immediately re-negotiate pricing to reflect currently appropriates service levels Performance Management implement integrated reporting combined with a balanced scorecard for reporting performance. Ensure performance scores roll-up in multi-vendor environment, such that each vendor s individual performance determines final common score. Provide incentive for vendors to cooperate Contract Management Conduct regular independent audits of service usage and billing to ensure consumption is being measured accurately and that this is reflected in invoiced costs.

15 3 Define Future State Important considerations include understanding the value of technology to the enterprise and the role and focus of IT in producing value IT Focus REWARDS INCREASE Supporting the business Transforming the business Role of IT Reducing costs Creating shareholder value ORIENTATION Outward to Business Inward to IT Strategic Business Partner Cost Center Long Term Mid Term Strategic Business Enabler Service Provider Automating processes Storing information Installing packages Having local impact Creating better processes Providing management information Customizing Solutions Having global impact Current Fast-Follower Visionary INNOVATION RISKS INCREASE 15 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

16 4 Analyze Gaps It disciplines** IT Strategy Planning Management IT Innovation Management IT Architecture Management IT Delivery Management IT Sourcing Management*** IT Program Management IT Business Management IT Leadership Management IT Resource Management IT Operations Management IT Customer Relationship Management IT Value Management IT Risk Management It maturity assessment* None Existent Ad-Hoc Integrated Communicated Optimized As-Is Assessment Desired state High Priority Medium Priority Low Priority Customer Relationship Management, Sourcing and Business Management appear to be the most critical processes. This assessment will be reflected in the building blocks list. 16 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

17 5 Define Initiatives and Projects Project Infrastructure Foundations Operational Effectiveness Information Management and Collaboration Operational Agility Continuous Improvement 1. Wan Design and Implementation Network & Infrastructure Management Solution Documents and Records Management System Remote Site Setup and Tear Down Training and Development Plan (IT users and IT Resources) 2. Active Directory Consolidation Systems Configuration Management Solution Corporate Intranet Portal Mergers and Acquisitions Support Process Annual IT Strategy Planning Process 3. Enterprise Backup Desktop and Laptop Imaging Identity Management System Single Sign on Balanced Scorecard for IT development 4. Enterprise Antivirus User Mobility Internet Website Refresh Annual Security Vulnerability Assessment 5. IT Governance Model Development Service Desk Creation Extranet Website for Clients IT Security Management Process (ISO 17799) 6. IT Policy Development Incident Management Process Extranet Website for Board Automated Vulnerability Management System 17 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

18 6 Estimate Projects RVIP Risk/Value Matrix : All Projects 6 HIGH VALUE Innovation Maintenance Productivity Growth HIGH VALUE LOW RITK 5 4 Priority 2 I1 A9 I8 I5 O7 Priority 1 A4 A7 O4 Value 3 2 Priority 3 I4 A3 T1 I7 A5 T6 T8 I3 A1 T5 A13 T2 O8 O5 O6 O2 T7 T4 T3 O1 I6 A10 O3 1 A6 A2 A8 A12 I2 A11 LOW VALUE HIGH RITK LOW RITK 0 Investment size: 1,5M$ Risk 7,5M$ 18 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

19 7 Develop the Roadmap: IT Master Plan A multi-year master plan has been developed taking into consideration the business priorities. The following view shows business focused initiatives. FY07 (Ongoing Initiatives) FY08 FY09 FY10 FY11 Total Investment (Million $) Value Score (on a scale of 5) Million $ Q1-Q2 Q3-Q4 Q1 Q2 Q3 Q4 A4 - Consolidate Design Platform 62,4 5,4 125,3 A7 - Standardize Requirements Management 5,4 5,3 11,3 I5 - Consolidate Financial Information I6 Support Compliance to SO Requirements 14,3 5,0 4,7 3,6 I8 Optimize usage of deployed IT solutions 6.1 5,7 23,4 A3 Develop a centralized catalog A5 Improve Procurement & Logistics Support A9 - Improve Projects/Contracts Management Support I1 Support extended enterprise I3 Consolidate information N/A 4,5 N/A N/A 3,9 N/A 5,4 N/A 6,2 N/A 3,2 I4 Improve Accessibility of Information N/A 4,6 I7 Improve delivery of KPI figuresn/a 4,2 $29,8 $35,8 $15,7 $7,6 $4,6 $ IT Strategy: The key to winning executive support 2007 Deloitte Inc.

20 8 Can you Sell this Plan? 20 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

21 Our perspective: 10 characteristics of Best IT Strategies Clear purpose and use Integrated with the Rest of the Business Broadly addresses 4 Key Questions Fiscally Responsible Strikes a Financial Balance Focuses on Business and Enterprise Value Addresses the How? ( not just What and Why ) Communicates Effectively Measures Progress (or lack thereof) Usable, not just Useful How is this accomplished? The IT strategy addresses the questions that are top of mind with key stakeholders such as how key challenges to the business will be addressed The IT strategy clearly and succinctly addresses the major needs of the business (business units/divisions and enterprise), business aspirations, and is cognizant of the role of IT and the possibilities of IT The IT strategy addresses key questions of business strategy, information and technology strategy, I&T management, and maximizing returns from I&T assets while managing risk. The IT strategy directly addresses IT costs and associated value to business units, enterprise, and shareholders The IT strategy defines, aligns, and balances the IT spend (asset and investment) with business needs for growth and productivity improvement. Investment decision making and management decisions are based on a common goal of releasing and building enterprise value and shared definitions of financial and operational performance measures. In addition to laying out the destination, an effective IT strategy produces a roadmap of how to get there, mobilizes people, and addresses barriers and risks. IT strategies and plans are written for a number of constituencies. This generally involves producing specific versions and excerpts to meet the planning needs and communications styles of those constituencies. The IT strategy defines targeted performance and (any) required changes to measures in order to test the value of proposed initiatives, communicate expectations and evaluate progress. The core elements of effective IT strategies are designed with use in mind. The best are valuable over time, not just at a point in time. 21 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

22 1 Clear Purpose and Use Questions: What is the purpose of developing an IT strategy? Who are the "stakeholders?" What are their fundamental concerns? Are there other audiences? Who will be active participants in developing the strategy? 22 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

23 2 Integrated with the Rest of the Business One key to alignment: a shared, clear understanding of the role of IT within a given business. IT Role Questions Questions Given your operations, competitive position and aspirations, what is the collective perception of the executive group on Where is IT today? Where does IT need to be? Rewards Increase Orientation Inward to Outward to IT Business Business Partner Joint developer of business operations plans Cost Center Supplier of technology services In support of business operations Business Enabler Participant (or leader) In business strategy and planning IT Service Provider Delivers revenue through innovative technology and technology services Supporting the business Reducing costs Automating Processes Storing Information Installing packages Transforming the business Creating shareholder value Creating better processes Providing management information Customizing solutions Innovation Having local impact Having global impact Fast Follower Leading Edge Note: This model does not reflect maturity one role is not superior to another. The role of IT is a direct reflection of the needs of the business, the desires of business leadership, and the nature of the industry. Risks Increase 23 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

24 3 Broadly Addresses 4 Key Questions If there is a magic formula for IT strategy it involves answering the following questions: 4 Key Questions of Strategy and Effectiveness Strategy Effectiveness Business Business Scenarios and Models Business Operating Needs Business/IT Strategy and Plans IT Investment Portfolio IT Enabled Operations Targets and Measures IT Governance 1. Where does/could information & technology produce value for the enterprise? Policies Communication/Awareness Programs Edu-Training Evaluation and Ratings Budget allocation/chargeout mechanisms Rationalizing the Technology Portfolio 4. How can the enterprise maximize the return and manage risk from investment in information and technology? Today s best IT Strategies simultaneously address these four questions oriented around producing value for the enterprise Technology 2. Which technologies and architectures produce highest value for the enterprise with acceptable risk? Technology Planning Technology Evaluation and Selection Technology Architecture and Standards 3. How is information and technology most effectively delivered to the enterprise and its customers with acceptable risk? IT Disciplines/Competencies IT Organization Structure IT Processes IT Performance Measures/Rewards IT Alliances/Partnerships considering industry, marketplace, and geographic developments and trends 24 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

25 4 Fiscally Responsible Today s best IT strategies directly address IT costs and associated value to business units, enterprise, and shareholders IT Value Addressing Run Economics Questions How is IT financially managed? Where is the budget held? How are the costs allocated? What level of business case is used to justify investments? 25 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

26 5 Strike a Financial Balance Today s best IT strategies define, align, and balance IT spend (asset and investment) with business needs for growth and productivity improvement. IT Value Addressing Investment Balance INNOVATION GROWTH ACTUAL Percentage of IT Budget Devoted to Spending Categories by Business Business/Product Lifecycle Stage Stage Spending Category Startup Growth Mature Renewing Maintenance/ Support 0% 20% 60% 40% MAINTENANCE Productivity Improvement 60% 40% 30% 20% MAINTENANCE PRODUCTIVITY Growth 20% 35% 5% 20% Innovation 20% 5% 5% 20% Total 100% 100% 100% 100% Source: Deloitte research 26 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

27 continued: Target Investment Mix The 2008 targeted investment mix is determined based on interviews with the Corporation s executives, assessing the desired objectives and role for IT in the coming years. Short term objectives, their direction and strength are reflected in the operational investments slice, while the strategic investments will prepare the mid-term objectives. The 15% target is justified both by the Industry average for this type of project, and by the industry maturity, where renewal of business processes and product may lead to a competitive advantage. INNOVATION 15% The 20% growth target is derived from the industry benchmarks (25%), which fits the Corporation s maturity. This target will first focus on transformational projects, in order to limit the volume growth while the productivity is not above the cost of capital. PRODUCTIVITY 50% GROWTH 20% MAINTENANCE 15 % The industry and maturity benchmarks for this category recommend 50 to 60% of investments in this area. However, two reasons explains the current objectives: - The actual level of Maintenance, allowing focus on more productive categories - The transfer of the maintenance activities to The Outsourcer, transferring part of the maintenance discretionary investment in operating costs. This target is the result of the previous observations, and the current focus toward internal IT restructuring and cost reduction, increasing the need in productivity increase, both from processes and assets. This category will be reduced over time, as the productivity increases and growth becomes possible 27 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

28 6 Focused on Business and Enterprise Value Clear understanding of asset and investment purpose and performance supports decision making and ability to deliver value. Enterprise Value Map Relating Investment to Strategy and Operations ILLUSTRATIVE An analysis evaluates impacts on share price Plotting projects on a Shareholder Value Map provides a quick assessment of the gaps and overlaps between the corporate strategies and operational planning/execution. Most investments focus on increasing sales in this example Company s priority is to reduce costs For many projects, the costs (red area) are greater than benefits (beige area) 28 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

29 7 Address the How? New Project Existing Project FY07 FY08 FY09 FY10 A4 Consolidate platform Project 1 Project 2 Project 3 Project 4 Project 5 Project 6 Project 7 Project 8 Project 9 Project 10 A7 Standardize requirements management Project 11 Project 12 Consolidate financial information I5 Project 13 Project 14 Project 15 I6 I8 O1 Support compliance to Sarbanes-Oxley requirements Project 16 Project 17 Project 18 Optimize usage of deployed IT solutions Project 19 Improve end-user customer satisfaction Project 20 Project 21 O2 O4 O7 T3 T4 T7 Provide better visibility on outsourced costs Project 22 Project 23 Deploy IT portfolio management and strategic planning Project 24 Optimize outsourcing contract Project 25 Reduce cost of non-outsourced licenses Project 26 Renegotiate telecom contracts Project 27 Support workflow and knowledge management Project 28 Project 29 Project IT Strategy: The key to winning executive support 2007 Deloitte Inc.

30 8 Communicate Effectively IT strategies and plans are written for a number of constituencies. This generally involves producing specific versions and excerpts to meet the planning needs and communications styles of those constituencies. IT Constituent Mapping Illustration Board Executive Management Team Business Leaders IT Leadership IT Staff Business Partners (Suppliers) Fundamental Concern Confidence that $$ spent on IT IT will achieve business objectives and plans for ROI Confidence that IT IT is is working on the right things IT will deliver IT is producing needed near-term and functionality within longer-term budget business value IT as a long-term source of career growth and satisfaction IT is creating opportunities for innovation and new service offerings Applications Infrastructure Programs & Projects IT Organization Alliances / Partnerships IT Processes / Policies Finance (IT Spend) External Validation = This area is of concern to the specific constituency = This area doesn t concern the specific constituency 30 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

31 9 Measure Progress (or lack thereof) The IT strategy defines targeted performance and (any) required changes to measures in order to test the value of proposed initiatives, communicate expectations and evaluate progress. Questions What does IT measure today? What does IT report? to whom? What issues need to be addressed? E.g., Value? (total cost or spend performance? Business performance? IT performance? Customer satisfaction? Meaningful Measures Meaningful measures relate IT performance in terms of business results, effective operations, and satisfied customers Shift toward Business Relationship Management to better align with business objectives Make business expectations the driver. Formalize into SLAs or OLAs as necessary. Traditional SLA Management Business Oriented Expectations Management Tools Metrics Tools Metrics N/A N/A Corporate Corporate Scorecard Corporate KPI N/A N/A Business Area Business Area Scorecard Business Area KPI N/A N/A Process Business Area Scorecard Business SLA Monthly Service Report Availability Response Time Applications Internal tracking tools Internal IT metrics Monthly Service Report MIPS DASD Infrastructure Internal tracking tools Internal IT metrics 31 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

32 10 Usable Not Just Useful The core elements of effective IT strategies are designed with use in mind. The best are valuable over time, not just at a point in time. Making Strategies Usable Ability to update and change over time Rolling Plan Mode (continuous planning) Strategy and Implementation are tightly linked Strategic planning is iterative invoked by time or trigger Continually adjusting 4(+) plans: Technology Plan Project Portfolio Plan Finance Plan Human Resource Plan BASELINE IT STRATEGY CONTINUOUS IT PLANNING CYCLE 3-years horizon Establishes the IT environment within which the continuous planning process will take place Becomes a reference document rigorously linked to the business value drivers Three Years Cycle Develop Roadmap Anticipate Business Environment Baseline IT Strategic Planning Formulate IT Strategic Direction Review Current State and Identify Gaps Determine Next Iteration Indicators Thresholds Periodic Cycle Identify and Assess Magnitude of Changes Continuous IT Strategic Planning Update Rolling Plans Create and Analyze Options Monthly to quarterly horizon Provides IT with a continuous planning framework expressed as four key management dimensions Becomes the basis to make IT management decision within a shorter planning timeframe 32 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

33 In Summary In this presentation discussed: 1. What is IT Strategy 2. Why is IT strategic planning THE KEY to winning executive support for your IT Service Management initiatives 3. How to create an IT Strategy that wins the executive support! (In 8 easy steps ) 4. Deloitte s Perspective on 10 characteristics of Best IT Strategies 5. Learn where to go for more information 33 IT Strategy: The key to winning executive support 2007 Deloitte Inc.

34 Deloitte, Canada s leading professional services firm, provides audit, tax, financial advisory services and consulting through more than 6,100 people in more than 47 offices. Deloitte operates in Québec as Samson Bélair/Deloitte & Touche s.e.n.c.r.l. The firm is dedicated to helping its clients and its people excel. Deloitte is the only professional services firm to be named to the Globe and Mail s Report on Business magazine annual ranking of Canada s top employers for two consecutive years: 35 Best Companies to Work for in Canada in 2001 and 50 Best Companies to Work for in Canada in Deloitte refers to Deloitte & Touche LLP and affiliated entities. Deloitte is the Canadian member firm of Deloitte Touche Tohmatsu. Deloitte Touche Tohmatsu is a Swiss Verein (association), and, as such, neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other s acts or omissions. Each of the member firms is a separate and independent legal entity operating under the name "Deloitte, Deloitte & Touche, Deloitte Touche Tohmatsu or other related names. The services described herein are provided by the Canadian member firm and not by the Deloitte Touche Tohmatsu Verein.