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IT Strategy (Information Technology

Strategy)
IT Strategy (Information Technology Strategy or Technology Strategy or ICT Strategy or IS
Strategy) is a plan of action to create an information technology capability for maximum, and
sustainable value for an organization. IT Strategy helps create shareholder value. In other words,
it helps maximize the return on IT investments.[1]

 IT Strategy creates IT Capability.[2]

o The product of an IT Strategy is IT Capability. IT Strategy creates - modifies,
aligns, changes IT Capability not just "technologies" or "systems" as some have
implied
o However, this IT Capability is a means to an end: value
 IT Strategy's objective is value
o The end or objective of an IT Strategy is to create value - shareholder, or
stakeholder or business value
o This objective is not met unless we "maximize" value i.e. use the least amount of
resources, and risk to create the most returns
o This objective also requires that this value is "sustainable" - short term or
"ephemeral" value is not the objective of a strategy. On the contrary, it symbolizes
a failure of strategy
o Often, the term competitive advantage is used instead of value. Competitive
advantage does create value but it does not encompass all means of business value
- new market entry, process efficiencies etc. deliver value without competitive
advantage
 IT Strategy exists by definition i.e. it may not be documented in the actions of an
organization
o IT Strategy uses an iterative process to create and align IT capability with
business requirements:
o It is a process not a point in time event
 It is iterative - success comes after multiple - do and learn - cycles
 The key is the alignment of business and IT capability rather than designing IT to address
business requirements
o The former assumes that both capabilities drive each other
o The latter assumes that business drives IT and not vice versa
 IT Strategy sets direction for IT function in an organization
o Ensures that maximum IT dollars are spent on value creation activities for the
business
o Ensures that these dollars create the maximum value

IT Strategy is an iterative process to align IT capability with business requirements.[3]

 It is a process not a point in time event

 It is iterative - success comes after multiple - do and learn - cycles
  The key is the alignment of business and IT capability rather than designing IT to address
business requirements
 The former assumes that both capabilities drive each other
 The latter assumes that business drives IT and not vice versa
 IT Strategy sets direction for IT function in an organization
 Ensures that maximum IT dollars are spent on value creation activities for the business
 Ensures that these dollars create the maximum value

The Importance of IT Strategy[4]

Organizations that do not have an IT strategy in place are akin to clueless organizations adrift in
the sea of the 21st century marketplace, rudderless, and directionless. Moreover, with technology
becoming the norm rather than the exception, organizations cannot afford to simply have a basic
IT strategy and instead, must actualize a comprehensive IT strategy that is aligned to their
business and corporate strategies. With the rapid spread of IT (Information Technology) and the
increasing interconnection and connectivity in the contemporary world, having an IT strategy is
no longer a luxury for organizations and indeed, it has become the very necessity for survival.
This means that for organizations to harness the power of IT, leverage the synergies between
their business processes, and capitalize on the efficiencies of the economies of scale, they need a
robust, coherent, and proactive IT strategy. Further, with IT become ubiquitous, it is no longer
the case that business strategy alone is enough and the alignment of the business strategy with
that of the IT strategy has become paramount. A typical IT strategy just like a corporate strategy
must first perform an internal and external analysis, which would provide it with a guideline on
the alignment between its strengths and opportunities and weaknesses and threats. The primary
reason why organizations go in for an IT strategy is to reduce the operational bottlenecks,
actualize economies of scale, and derive value from technology. A good IT strategy can ensure
the successful outcome for all these objectives. Thus, it would be able to meet the external
challenges such as increased competition in these markets successfully. A well thought out IT
strategy can be a source of sustainable advantage as well.

IT Strategy vs. Corporate or Business Strategy[5]

An IT strategy is typically a long-term action plan for achieving a goal, set in the context of a
rapidly changing technology environment. For any IT strategy to be effective it must have
measurable links to a business strategy - and it is here that many IT strategies fail. The most
effective IT strategies are those which not only link to a business strategy, but also combine
tactics and logistics.[6] IT Strategy is analogous to business strategy or corporate strategy - from
the objective to the process these two share a common logical framework with the differences
manifesting themselves in the specifics of implementation. Business IT Alignment, in part,
aligns business strategy with IT strategy or vice versa. As discussed, business technology
alignment is more than that as it is the alignment of business capability with IT Capability. IT
Strategy is often included as part of the business strategy. Before IT strategy developed as a
discipline, business strategy process was extended to include technology implications and the
business strategy document became the de-facto home of IT strategic plan as well. Today,
however, the CIO prefers to create their own IT strategy team, follow their own IT strategy
process, and communicate the strategic plan for their organization through a separate IT strategic
plan document. Given the complexity of modern day business, technology and the IT
organization, this arrangement does provide optimal value for both the business and IT.
However, an IT strategy cannot be developed in isolation so the IT strategy development team
must comprise of business and IT people. The initiative must have both business and IT
sponsorship. The recommendations must be bought into by both sides of the aisle. Business
strategy and IT strategy processes must be closely coordinated. In general, there is a single
logical process, organization, and communication document for business and IT strategy. The
boundaries are a way of splitting work not responsibility. The delineation is simply done to
facilitate delivery and nothing else.

IT Strategy vs. Business IT Alignment[7]

IT Strategy aligns IT Capability with Business Capability or vice versa. Also known as Business
IT Alignment or aligning business with IT (information technology) or business technology
alignment this process is often misconstrued as: "align business strategy with IT strategy."
Strategy is a component of both business capability and IT capability. However, there are other
equally important components such as organization and process. A focus on strategy alone loses
the critical impact of the other components on business value. Consequently, we must consider
ALL the components of business and IT capability not just strategy. The order of these words
causes confusion as well. Business drives IT - so business IT alignment makes sense. However,
increasingly, technology drives business and that meaning gets lost with this order of words.

IT Strategy Process[8]
IT Strategy does not have to follow a specified series of steps and often does not. Different
situations demand a different starting and ending point and the steps in between. However, a
well-defined process and can help you create an effective IT strategic plan. The critical elements
of an IT Strategy process are:

 Business Drivers: what is prompting a change in business and/or IT capability? (and, by

definition, IT Drivers)
 Business Imperatives: what must be done to address or respond to these business drivers?
(and, by definition, IT Imperatives)
 Business Capability Implications: what does the implementation of these imperatives do
to the business capability (and, by definition, IT Capability)
source: Business IT Alignment Process

Of course, the IT strategic plan won’t be static. Changes in corporate goals and objectives will
impact strategic IT implementations. Other factors, such as changes in the economy and new
technology could also require adjustments to your strategy. Your plan needs to be fluid to
accommodate changing conditions.

IT Strategy Framework[9]
The creation of an IT Strategy is facilitated using a framework or methodology. 'IT Strategy
Framework (Information Technology Strategy Framework) is a formal definition of the essential
elements or components of IT Strategy, and their inter-relationship. An IT Strategy Framework
can define strategic IT concept(s) in general or relate to a specific IT Strategy solution. Listed
below are some of the known IT Strategy frameworks:

 IT Value Mapping: It is a business focused IT Strategy Framework.

 EFQM Excellence Model
 Applied Information Economics (AIE)
 Function Point Analysis (FPA)
 Analytic Hierarchy Process (AHP) Framework
 Gartner Business Value Model

Drivers that Influence IT Strategy[10]

 Rapid Change: Technology is constantly changing and changing quickly. Your response
to these changes must be in near real time to be effective. You can’t ignore change, you
must continually respond to changes in technology, to stand still is to lose ground.
 Competitive Landscape: The economy and competition forces you to take a closer look at
the way you run your IT operations. You must be as efficient as possible to remain
competitive. All new technology provides a competitive advantage at first. Eventually, it
becomes a competitive necessity and finally a competitive disadvantage as it ages out and
needs to be replaced. Do you still use older technology that no longer provides a
competitive advantage? Consider replacing it.
 Social Media and Networking: Social Media and networking have emerged as a way of
providing person to person connections and sharing information. Both are critical,
customers are changing the way they research and find solutions to their business
problems. Don’t write off Social Media as “something kids do”, it is much more than
that. Take the time to learn and integrate Social Media into your process.
 Smart spending / Cost containment: You need to be smart about technology spending.
Some companies use open source hardware and software to cut costs. But it is not enough
to simply cut costs, the money saved should be targeted to other revenue generating
initiatives. There is a smart way to spend your IT dollars, make sure you’re getting the
most for your IT spend. Stop thinking that IT is just an expense or a commodity,
hardware and software might be commodities BUT HOW YOU USE IT defines your
strategic advantage. IT is more than buying stuff.
 Green IT: Green IT, using less energy leads to immediate cost savings. Being green uses
less resources, enables you to produce more with fewer resources, and saves money. In
addition, it demonstrates to your clients that you are committed to running your business
in a responsible way. Additionally, make sure that your vendors participate and are part
of your IT Green Team.
 Virtualization: The virtualization of servers drives down business costs. It lowers the total
cost of ownership, reduces support costs, increases hardware utilization and stretches
your IT dollar. Many companies have already taken advantage of server virtualization.
The next logical step is to virtualize your desktops (VDI), you can realize the same
benefits for your desktops as you did for your servers.
 Mobility: As users become more tech savvy, they are requesting (demanding) the
capability to work anywhere anytime. Many employees personally own newer and better
technology than you have in your office. Your technology strategy should support
employees to be as productive and efficient as possible. In addition to increased mobility,
employees are also working flex hours and working from home as well. As an employer,
you need to provide the most flexibility without losing control. This flexibility will also
help with staff recruitment and retention.
 Cloud: Cloud solutions and web hosted applications make it easier to collaborate and
work together virtually. While there are some security concerns, if well managed, the risk
is minimal and the benefits excellent. The cloud is also much more scalable. The cloud is
not only scalable up but also scalable down. Your business is not always in a growth
mode. When you need to cut back, the cloud makes that easier as well.
 Knowledge Management / Data: Knowledge Management is critical in today’s global
economy. Knowledge management leverages your most important assets – your people
and your information. Your people take information, add knowledge and create value for
 your business. You can support them by implementing the systems and policies to enable
knowledge creation and foster innovation. Also, plan how you will capture, store and
share institutional knowledge once it is created. Make sure Knowledge Management is
integrated into your work processes.
 Security: You can spend an infinite amount of money on security. New threats to your
company are appearing daily. You need to decide which to guard against and how much
to spend to stay safe. Often the biggest security threat is uninformed employees. Educate
your people to recognize the basic ways to keep your business safe and guard your
intellectual property. It will be the best investment you can make in your business.
Ransomware is the latest security threat.
 Putting it all together: Your IT Strategy should reflect an understanding of your practice
and support the goals and values of your organization. This cannot be an individual
effort. You must ENGAGE and ENCOURAGE participation by your entire staff. Clearly
communicate your commitments and expectations, carefully manage change and reward
excellence and address failure. Take extra time to gain buy-in for your ideas and work
with your company leaders to make sure that you have met as many needs as possible.

As an IT leader, you must understand your business, build consensus and synergy among
factions, break down the information silos and prioritize IT initiatives to benefit the entire
organization. You must align IT Strategy with your business’s core values, guiding principles
and goals. To succeed with technology, you must have the support and commitment of company
leadership and the financial resources to make these changes. There is a definite cost to
implementing a successful IT Strategy. But the real question you need to ask is “What is the cost
to your company if you don’t?” You must weigh and balance many factors that drive your IT
decisions. An IT Assessment is an excellent way to identify and prioritize technology initiatives.

IT Strategy Components and Enablers[11]

 Strategy Components
o Service Strategy: deliver better and cost effective services to the business and
customers
o Information/Data Strategy: maintain integrity, availability and accuracy of
business data across business processes
o Platform/Application Strategy: deliver the required business functionality with
lower TCO, easy maintainability, and reduced delivery time
o Infrastructure Strategy: provide a high performing, reliable, energy and cost
efficient environment to run IT services
o Security Strategy: protect confidentiality, integrity and availability of information
by establishing physical and logical controls
o Sourcing Strategy: procure services with the right quality, at the right price and
with right controls
 Strategy Enablers
o Governance: processes, structures and mechanisms to control and manage the
strategy and ensure the realization of IT strategic objectives
 o Operating Model: functional alignment of business and IT structures and IT
supplier groups
o Architecture: business process and technology map to enable effective change
delivery, business continuity and strategic decision making
o Processes: Industry frameworks and models (e.g. ITIL for service delivery) to
ensure consistent delivery, reduced rework and greater productivity
o Skills and Capabilities: Expertise and proficiency in aligning IT with the business,
managing the business relationship, understanding business strategy and plans,
delivering solutions and services, and enabling continuous improvement

Implementing IT Strategy[12]

 As part of the first phase Pre-Implementation, the analysis of the IT strategy (as the result
of all IT strategy development related activities) and the implementation environment
(e.g. organization structure) depicts how profound the desired change will be.
Implementation complexity, quality of the IT strategy as well as a feasibility study will
lead to agreed implementation objects. This step allows for the identification of important
implementation carriers and responsibilities throughout the organization. The objective is
to install a first anchor in terms of content and human resources needed to implement the
IT strategy.
 The purpose of the second phase Implementation planning is to first derive and agree on
specific implementation goals and initiatives by taking all stakeholders into regard. The
IT Balanced Scorecard (IT-BSC) can be used as a technique within this activity. To fulfill
the given goals within a set timeframe, it becomes necessary to define and evaluate an
implementation plan. This plan consists of a number of different projects to be detailed
and bundled to programs. Resource requirements and business cases need to be defined
for every project. Hence, a comparison and prioritization creates the basis for a detailed
implementation plan. According to the plan, an adequate coordination structure as well as
an adequate implementation tactic needs to be determined. Finally, the project teams need
to be brought together. It is of high importance to remediate existing conflicts and to
prevent new ones.
 According to the results of the previous phases, the phase Implementation execution puts
emphasis on the enforcement of the implementation plan. Initially, the focus is on soft
facts, which the implementation success fundamentally depends on. To avoid fear of
change, potential behavioral resistances, and divergence in objectives, all impacted
personnel need to be treated according to their situation and interest. Therefore, the
audience is to be identified and divided up into target groups. A comprehensive
communication plan comprising target group appropriate information details is to be
developed and maintained centrally. A structured and systematically conducted
communication can help to avoid implementation problems concerning human resources.
 The phase Completion of implementation comprises all actions necessary to establish the
results within the organization. First, there is the need to agree on the dimensions of IT
strategy implementation: the time dimension and the detail dimension. The time
dimension differentiates between installed, completed and benefits, whereas installed
marks a simple installation (e.g. without user training) and benefits can be considered as
 the effect of the change (difference of the current and proposed way of work is done).
The detail dimension refers to the implementation content, which may be the whole plan,
one or more projects or even one or more systems in one project. In our definition, the
whole plan needs to be completed. Hence, trainings for future users need to be prepared
and executed; lessons learnt need to be documented. Additionally, according projects
need to be dissolved to allow for a new resource allocation.
 The last phase Implementation control is about setting up appropriate qualitative and
quantitative control measures to allow for a continuous implementation control and
navigation. Measurement of the actual implementation state at any time during the
implementation allows for an early identification of discrepancies. Therefore, possible
causes can be identified and corrective actions can be taken. Implementation control acts
as the central component in our process model and can therefore influence activities
within previous and following phases.

Process model for implementing IT strategy

source: Jens Bartenschlager

Traditional Approach vs. Agile Approach to IT Strategy[13]

 Under the traditional approach, the IT strategy team—whether an internal team or an

external consultancy—spends 12 to 24 weeks interviewing business leaders and gaining
an understanding of the business, the organization, and its capabilities. Next, working
with IT leadership, the team develops a vision of the IT environment three or sometimes
five years out. The working group then determines the discrete project list that will
enable the company to achieve that vision. Finally, the initiatives are set out in a
“roadmap” and delivered to the CIO - and the team disbands. The traditional approach
 produces a new vision every three years - probably delivered by a different team to a
different CIO - with a new list of goals and initiatives.
 With an Agile Approach (Agile Strategy Program (ASP)), a team also determines the
baseline and develops a three-year strategy and a roadmap; however, after the initial work
is complete, the team reconvenes for two weeks every quarter or perhaps semi-annually
to review not only progress against the roadmap, but to discuss technology changes and
industry trends, and adjust the roadmap accordingly. As a result, the end state for the
program is less precisely defined up front; the strategy provides a general direction but
not a final destination. This method delivers a fresh course correction every three to six
months, along with an actionable “report card,” delivered by a consistent team that is
familiar with the business. Moreover, the use of a consistent team improves the potential
for ongoing collaboration on technology trends. And if those advantages weren’t enough,
the cost of maintaining an agile model for IT strategy can actually be comparable to the
traditional approach in the long run.

The figure below show's how the approaches compare across the major attributes:

source: Wall Street Journal

IT Strategy Best Practices[14]
The rapid advancement of technology is placing IT at the forefront of industry leaders.
Executives and stakeholders are increasingly turning to IT for innovative solutions that not only
lower costs, but also increase efficiency and add competitive value. Given the wide range of
business expectations, successfully implementing an IT strategy can be challenging. But
following these five practices can position IT departments to better understand and deliver on
strategic goals.

 Align with Executive Expectations: A growing number of executives consider business

alignment to be the primary concern for IT leaders. Thus understanding and exceeding
executive expectations should be a top priority for every IT team. As key decision-
makers, executives are responsible for establishing and directing organization-wide
initiatives that reinforce business goals. The onus is on IT leaders to develop tailored
strategies that align with the executive direction, forging a supportive relationship
between the enterprise and IT. Having executive support is helpful for multiple reasons.
A mutual partnership between IT and management can be beneficial for securing crucial
resources. When IT and executive teams are unified, stakeholders are more likely to
accept transitions to new systems and processes that may disrupt the status quo. Finally,
working with organizational decision-makers ensures that all IT projects serve a business
purpose and support overarching objectives, for example increasing market share or
outperforming competitors.
 Listen to Enterprise Needs: All functional enterprise departments rely on IT to enable and
drive day-to-day operations. So driving a successful IT strategy is highly reliant on an
open dialogue between departmental and IT leaders. When asked to evaluate the pace of
technological change in the workplace, 63 percent of managers found progress to be
slow, due mainly to poor communication regarding the strategic benefits of new tools.
It’s important, therefore, for IT leaders to be mindful of how they communicate technical
concepts with department heads by using language that emphasizes potential benefits –
improved customer service or smoother business operations, for example. As tech
experts, IT leaders should address and define operational objectives with department
heads and then design solutions for achieving those objectives with the rest of the IT
department. On the other hand, when IT is delegated tasks from other departments
without considering alternative approaches, businesses risk missing opportunities for
improvement. One way to ensure that IT initiatives are aligned with stakeholder
expectations is to create a framework for defining enterprise-wide strategies. In some
businesses, this could be a SWOT (strengths, weaknesses, opportunities, and threats)
analysis or the OGTM (objectives, goals, tactics, and measurements) method.
Frameworks like this also enable IT departments to compare departmental plans to find
common objectives and suggest consolidated solutions.
 Examine Different Solutions: IT solutions are critical for driving innovation, value, and
cross-functional business operations. After partnering with upper and departmental
management on defining strategic initiatives, IT departments should consider which
technologies and processes are best suited for meeting the needs of the enterprise. For
example, if a business is having challenges tracking devices, how can IT facilitate
effective asset management? A small organization might only require basic tagging and
 inventory documentation. However, for expanding organizations, implementing a
comprehensive Configuration Management Database (CMDB) provides device lifecycle
visibility and automated inventory alerts, enabling scalability and longevity for future
expansion. Similarly, if an employee needs IT assistance, what is the best way for he or
she to connect with a technician? For a smaller organization with a lower frequency of
incidents, it might make sense for employees to report issues through a ticketing software
platform. For workforces that require more hands-on support, desk-side assistance or a
walk-up help desk may be the best solution. If technicians notice recurring incidents, then
it might be of interest to employ a service desk component for more strategic support. All
three solutions offer unique advantages, so it’s important to consider multiple factors
before kicking off formal implementation.
 Design an Instructional Framework: Periods of change can be stressful for employees,
especially when prompted by technology. Maintaining morale and productivity is key for
a successful transition, so IT leadership and Human Resources (HR) should work
together to design an instructional framework for training employees and addressing
issues. Instructional frameworks vary by company culture. If a workplace is comprised
primarily of early technology adopters, then a minimal framework for supporting and
enforcing best practices, such as an online knowledge base, might be preferable to a
robust training program. However, a different demographic of employees might benefit
from a combination of visual, auditory, or experiential methodologies.[iv] One effective
approach for ensuring that employees successfully adopt new tools is to involve them in
the installation and setup process. When stakeholders play an active role in implementing
technology, they are better equipped to use it properly and recognize abnormalities.
Finally, it’s important to consider the method of consumption for training programs. Will
employees need to have access to instructional resources on desktops, laptops,
smartphones, or all three? Who is responsible for ensuring a smooth flow of information
across departments? In order to avoid chaos and boost confidence, IT and HR
departments should create a detailed communication plan to clearly address all of these
questions before introducing new technology to the workplace.
 Analyze and Revise: No IT strategy is flawless. But in order to evolve, IT departments
must be diligent about leveraging analytics to facilitate data-driven improvements and
revisions. Outcomes of major IT programs should be evaluated against benchmarks
defined by business stakeholders early on, such as the number of employees transitioned
to a new technology or the amount of reduction in system-wide interruptions. If there is a
discrepancy between results and expectations, then is there a key functionality that IT has
overlooked?[v] Network Operations Centers or IT Service Management tools are
effective mechanisms for gaining insight on fluctuations in business performance. Even
by following basic practices such as tracking IT contracts or using standard terminology
for components, IT departments have the opportunity to consolidate equipment, reduce
spending, and achieve deeper technology knowledge.

Challenges of IT Strategy [15]

IT strategy projects seem to have a higher chance of failure than almost any other business
pursuit. Indeed, it’s a rare organization that has developed an IT strategy, followed it for a few
years, and lauded it as successful, all under the leadership of the same CIO. The challenge in
crafting and executing IT strategy essentially boils down to this: IT is still a relatively new field
that is rapidly evolving and requires increasingly larger and more complex projects to meet the
needs of the business. These three challenges don’t operate independently: they compound one
another and work against the success of an IT strategy.

 Computers are New. Computers are a relatively recent invention. Many of us have seen
the mainframe, the mini, the PC, the laptop, and now the mobile device each take its turn
as the crucial computer of the decade. After only 50 or 60 years, it is difficult to imagine
life without computers. Yet the discipline of IT strategy has not matured as quickly as the
technology itself. (Were cloud computing and social business on your agenda three years
ago?)
 Technology is Continually and Rapidly Changing. This is the fundamental challenge. The
power and storage capacity of devices seems to be increasing exponentially. Some of us
can remember thinking, “Who could possibly ever need a 10 MB hard drive”? These
days, your phone may have close to 1000 times that amount of storage. Not only is the
technology changing more rapidly, but mass adoption rates are speeding up. Consider
this: it took one year for Apple to sell the first million iPods—and one month to sell the
first million iPads, just 10 years later.
 Technology Projects are Getting Bigger. There was a time when a “major” application
developed for a Fortune 100 client took only a month or so to get up and running.
Consider an example, circa 1982, of an application, written in Basic, that estimated the
time and resources needed to clean and inspect offshore oil rigs. It took two weeks to
develop the algorithm (based on 50 or so previous inspections); one week to design the
screens and reports; one week to program and test; and two days to write a manual—and
then it went live. Compare that with the projects we see today. One company is
implementing a worldwide ERP system across its 25 process-manufacturing locations.
The project has a multimillion-dollar budget and an eight-year plan. Admittedly, the
client is unusually methodical and conservative, but the contrast is striking.

IT Strategy and IT Governance Connection[16]

IT Strategy makes a promise while IT Governance ensures delivery against it.

IT Strategy and Enterprise Architecture Planning Enterprise Architecture Planning

transforms an IT Strategy into IT Implementation. In other words, Enterprise Architecture
converts the logical (vision, strategy, goals, objectives) into its physical manifestation (business
applications, network, databases etc).

IT Strategy Training and Certification

Listed below are IT Strategy training courses offered through American Institute of Management
and Information Technology (AIMIT)

 IT Strategy 101 - online course

 IT Strategy Online Course
See Also

Business IT Alignment
Strategy
e-Strategy
Business Strategy
Corporate Strategy
IT Strategy Framework
IT Capability
Business Capability
IT Vision
IT Governance
Enterprise Architecture
Technology Roadmap
Information Technology Value

References

1.

 What is IT Strategy
  Explaining IT Strategy
  Defining IT Strategy
  Why is important to have an IT Strategy? MSG
  IT Strategy vs. Corporate or Business Strategy IT Business Strategy
  Definition of IT Strategy Oakleigh
  IT Strategy vs. Business IT Alignment CIO Portal
  IT Strategy process
  IT Strategy Framework
  What are the drivers that influence Information Technology Strategy Advance 2000
  IT Strategy Elements: Components and Enablers University of Sussex
  Process Model for Implementing IT Strategy Jens Bartenschlager
  An Agile Approach to IT Strategy deloitte.wsj.com
  Best Practices for an Effective IT Strategy Milestone
  Understanding the Challenges of IT Strategy WSJ

16.  The relationship between IT Strategy and IT Governance

Further Reading

 Six Building Blocks for Creating Real IT Strategies R. Mack, N. Frey

 IT Strategy - A Business Driven Perspective Edward Smythe
 Implementing World Class IT Strategy: How IT Can Drive Organizational Innovation
Peter A. High
 Why your IT strategy may not help translate business strategy cio.com
 Modeling an IT Strategy for Student Success educause
 Five Steps To A Better IT Strategy Forbes
 Developing the right IT strategy - How to support business strategy with technology
cio.com
 Strategy, not Technology,Drives Digital Transformation Deloitte - MITSloan
 Does IT Strategy Matter? Forbes
 The Strategic Plan is Dead. Long Live Strategy SSIR

 This page was last edited on 25 February 2020, at 15:34.

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