Hier erfahren Sie, wie Sie Technologieinitiativen mit strategischem Denken an den Geschäftszielen ausrichten können.

You may also need to communicate back how the tech strategy you develop helps your stakeholders meet their objectives. Example - years ago when field workers were making the move to lighter more mobile tablets and phones instead of heavy rugged laptops, some organizations were faced with legacy applications and infrastructure that didn’t support an immediate move to mobile. An amount of negotiation and education to explain how concentrating on “invisible” infrastructure projects in the short term were in support of the end goal of making field work more efficient was needed, as it was not always intuitive to other business unit partners.

You may also need to identify Key metrics that would measure the success or the failure of the innovation and technology in the organization as part of the goal itself to make it measurable and rank the metrics always based on the necessity of their requirement.

When speaking of defining goals at strategic planning level, you need to understand that everything can not be a goal of equal priority as strategic planning will translate to tactical and operational planning. The decision on goals need to be in consonance with all stakeholders and business leaders. The goals at strategic level have to be broad and they will narrow down when coming down.

It is important to consider which business capabilities are going to be those which are differentiating. Organisations cannot lead in every area. The strategic goals should allow for the identification strategic capabilities.

To ensure that technology investments support the related business targets, it is crucial to derive clear Key Performance Indicators (KPIs) for the technological components and their related processes. This allows for a review cycle post-implementation to verify if the KPIs are indeed being met. If not, adjustments in the use of technology might be necessary.

Before reviewing any application landscape, it is essential to start by defining the specific requirements needed to meet business goals and user needs. Once you have a clear understanding of the requirements, the next step is to map the current application landscape against these defined requirements.

Keeping a single pane of glass in tech always helps and improves user experience By assessing the existing technology in the org you might find some tools do half of what you need and you might not find a tool which could integrate with it and could do the rest in those cases always think ahead for 3-5 year milestone marks and see how relevant the feature would be and the cost of replacing it completely or building the rest on your own and benefits and savings which might arrive from it in both time and money.

It is helpful to evaluate your business architecture against your technology architecture. Not all technology can be invested in in all areas - it’s about focus.

In my opinion, this is the most important aspect, because I have seen so many technology initiatives that were - too restrictive in the scope of delivery - too difficult to customise later on - too difficult to maintain in every day life - too limited in data or user volume I think a technology initiative should serve the business needs for at least 5 years. It is hard to really predict the needs beyond this period of time. But one should imagine any given tech with 5 or 10 times the data, 10 times the users, 10 times the developers, 10 times the need for customization, etc. and ask whether this tech will hold its water under those conditions.

Em primeiro lugar, mapeie as necessidades tecnológicas da empresa... tendo como base os objetivos estratégicos e as demandas dos stakeholders. Depois, priorize as iniciativas de tecnologia que geram maior impacto nos objetivos do negócio, considerando fatores como retorno do investimento, tempo de implementação e impacto na produtividade. E com isso, crie um plano de ação detalhado para cada iniciativa de tecnologia, definindo metas, prazos, recursos necessários e responsáveis.

Implementing a strategy requires a solid roadmap with long-term activities /projects / investments, as well as the execution of quick wins. The roadmap is unlikely to follow a straight path, but will likely reach its goal through detours, as today’s dynamic and fast-paced environment demands tactical activities to adapt. It is essential to regularly review and adjust the roadmap to stay aligned with changing circumstances. Nevertheless, it is crucial to maintain focus on the long-term objective.

When talking of execution i will say that for execution you should have developed a good team which is skilled and committed. This team doesnt gets ready overnight, the talent and skills need to be developed as part of strategic planning. Further, you should have adequate room for agility, innovation and out of box solution embrace culture to get the best outcomes.