Based on our global experience, input from several major corporations’ CIOs, and a global benchmark database, we have defined both what the objectives and criteria for an IT strategy should be, but also what supporting enablers like processes, organization, and governance should look like. We have also calibrated these to ‘archetypes’ based on the business objectives. This gives us distinctive insight across all levers in how a CIO and CEO should think about the IT function’s strategy.
Our consultants bring a deep understanding of the client's industry, technology trends, and business needs to help develop an IT strategy that will support and enable the broader business goals. These strategies draw heavily on our experience in helping clients redesign IT functions such as application development, infrastructure, sourcing, or lean IT, and on our knowledge of business strategy and sector dynamics.
Successfully implementing an IT strategy requires an organization and governance model tailored to the IT strategy. We help support IT strategy execution by designing the right models, decision-making processes, incentives, and metrics.
We use several proprietary tools to help diagnose our clients' strategies and improve IT governance, all of which are backed by unique data sets we have developed. A few examples are:
- IT Strategy Diagnostic—a rapid assessment of IT performance along a number of performance and organizational health dimensions
- IT Organization Diagnostic—a comprehensive diagnostic of IT governance performance from both an IT and a business perspective
- Global IT benchmark (banking specific)—comprehensive IT benchmarking across quantitative and qualitative dimensions conducted annually at more than 50 financial institutions globally
- M3—a tool that assesses major IT decision processes, including strategy development, budgeting, performance management, and vendor management