Por que ter um roadmap estratégico de TI bem definido é essencial para o seu negócio?

IT Strategy is indeed a must for any organization to be successful. It should be a living document reflecting the ever evolving business environments and challenges. Application Strategies, Infrastructure Strategies, Execution Strategies, Talent Strategies, Data Strategies, Engagement Strategies, Business Readiness, Change Management, Compliance, Budgets, Priorities and execution plans needs to be covered in the IT ROADMAP. The business strategies, challenges and priorities needs to be factored while creating IT Roadmap. Alignment with different levels of business and IT is essential for finalizing IT Roadmap.

Having an "IT strategy" is bit of an oxymoron as what orgs seek is integrated value creation plan, which must include tech and data, both. However, if one must establish what IT would do as a roadmap, tie it back to value creation which various business programs/initiatives have in their strategic roadmap. The tricky bit is that often, business might not have put pen to paper and created a structured portfolio of their strategic programs themselves ( often sitting as musings?). Build out that business roadmap, qualify the enablers, and among the enablers would one find the "IT strategy" besides other competencies.

‘IT Strategy’ refers to the set of technology related choices, priorities and goals within the specific context of the organization. The kind of role it assumes - core, transformative, enabling or supportive - is based on the nature of the underlying business and its maturity. Think AWS vs. your local gardening supplies vendor or an OTT platform provider vs. a vacation tour operator. And ‘Roadmap’ adds the dimension of a well defined & sequenced plan of action, complete with dependencies, constraints (budget included), ownership and governance. IT strategy roadmaps must address the range of business priorities: revenue growth and market expansion, customer experience, risk & compliance, unlocking efficiencies & driving productivity etc.

IT Strategy always tailgates Business strategy. IT has long come out of the shadows of the EDP department, and now is an integral part of the business planning - so much so that we are slowly closing on the term IT department as the business functions subsume IT functions. IT strategy lays out the synergies from various business functions like finance, HR, sales, planning into one coherent systems map that leads to the realization of the often conflicting but always a growth agenda. The strategy roadmap lays down a time map of business functionalities and cost objectives to be realized and is the string of pearls that is increasingly holding the company together.

The IT strategy roadmap is an Architecture vision and a transformation roadmap that takes the 3 dimensions I.e. Age, Amalgamation& Ambition into account and depending on the importance of each of these, details the roadmap through artefacts that contain the following: 1. The AS-IS state with the current processes, functions and the limitations 2. The To- Be vision with the To-Be processes, conceptual architecture after taking into account the business drivers, regulatory changes and the desired improvements to AS- IS functions with the impact analysis. 3. The transformation roadmap which gives a phased approach to translate the Architecture vision into a reality by considering the quick wins needed based on the business needs.

In addition to the above comments, firms have limited perishable resources - time and money - which need to be invested wisely. There is a huge opportunity cost behind IT decisions and thus having a well thought through IT strategy and roadmap aligns all business units and IT and brings in consistency.

The IT Strategy roadmap must be aligned directly to the Business Strategy roadmap, including all the "technology-centric" investment that is required like IT currency protection. Fortunately the vast majority of business strategy include pillars for growth, efficiency, and risk; which aligns directly with any/all IT pillars.

IMHO An IT Strategy is a critical communication device which serves 2 key purposes. First and most important is to align and support the business goals and objectives by demonstrating the following. -How is IT supporting key current business goals initiatives and capabilities? -What are the current IT goals and initiatives and how will they that will improve IT capabilities and reduce risk to support the business. -How can technology innovations create new opportunities to grow revenue and reduce cost. The second function of the IT Strategy is to ensure that the IT org. understands the business objectives and how the IT goals and initiatives support those objectives. This ensures everyone is rowing in the same direction. No small feat.

I love this question. Simply because an organization only has a business strategy. IT is simply an organization charged with enabling the business strategy. Let's test the theory. If a public company got on an earnings call and stated they had made absolutely no progress towards the organization's strategy and were failing in every key metric, but hey, they are all green on their IT strategy, does the market leave them alone or punish them. Further, IT Strategy Roadmaps creates a false mindset. It acts as if the organization and the economic conditions are going to stay static for the period of the roadmap. And that never happens. Replace this with a continually-updated value map and insure all IT investments result in business value

Von entscheidender Bedeutung ist die externe Marktanalyse: Sie hilft zu entscheiden, ob das Unternehmen eine Vorreiterrolle anstrebt oder auf Kostenoptimierung setzt. Basierend darauf wird klar, welche Systeme für die zukünftige IT-Landschaft nötig sind. Die Roadmap plant die Einführung oder Ablösung von IT-Systemen strategisch und sequentiell. Dabei darf die Personaldimension nicht übersehen werden. Personalanpassungen, Fortbildungen und Umschulungen sind entscheidend, um den Nutzen der neuen Systeme voll auszuschöpfen. Hier spielt das Changemanagement eine zentrale Rolle, um die Organisation auf die neuen Technologien auszurichten und den gewünschten Erfolg zu sichern.

To my experience the possibilities with IT is not always obvious to the business organization. An IT strategy that connects the business goals and how IT can support both products and organizational efficiency visualize potential.

In my opinion a well-defined IT strategy roadmap helps aligning technology initiatives and overall digital transformation, with business goals. It can help to optimize resource allocation, manages risks and costs, and facilitate scalability in the evolving technological landscape. By incorporating digital transformation, the roadmap ensures that organizations adapt to new technologies, enhancing operational efficiency and customer experiences. The strategic integration of AI enables data-driven decision-making and innovation, contributing to measurable success indicators and overall business success.

Moreover, an IT strategy roadmap is crucial for fostering a proactive, rather than reactive, approach to technology in your business. It enables you to anticipate future needs and trends, preparing your organization for changes before they become urgent. For instance, a company foreseeing the impact of AI and integrating it into their roadmap can stay ahead in automation and data analysis, creating competitive advantages. This foresight not only mitigates risks but also opens new avenues for growth and innovation, ensuring that your IT infrastructure and capabilities continuously evolve in alignment with your long-term business vision and goals.

IT management is just like managing a company. Some of the main characteristics of Information technology; - very expensive to setup and maintain - requires so much effort to setup and maintain - cyber security, business continuity are always the hotspots - not easy to change and replace - dependent on few high skilled people - continuously changing and require transformational projects every 2-3 years - effecting business revenues and costs directly If it is not managed with short term, long term planning and vision it can cause financial and business disasters for the organization.

To build a sound strategy that reflects the value you will bring to the business goals, it has to be based in a solid relationship with the Business and their needs. You have to partner with the Business to co-create value. Gone are the days where IT delivered its strategy in isolation. CIOs need to have a stake with the other business units they partner with; it's not enough anymore to say "I delivered the software, now it's up to them to make it work". If I have a shared goal with the Sales Chief to migrate customers from the branches to digital, then my strategy doesn't finish with delivering a software but goes beyond in tailoring and tweaking the software so that meets needs. So Business relationships are key starting point.

IT strategy roadmap is crucial for any modern businesses to compete in ever changing and fast paced digital transformation as it aligns new technology initiatives with overall business objectives. It helps prioritize IT investments, ensures resource optimization, enhances operational efficiency, and fosters innovation, ultimately contributing to long-term growth and competitiveness.

It is either the organisation's products and services or there to enable the organisation's in its efforts to deliver its products and services. With this in mind, IT must be aligned with business objectives and in an ever changing world, having a strong IT strategy and supporting roadmap that has been aligned to the organisation's own strategy and roadmap will ensure that IT is delivering the key services when needed and thus enabling organisational success. Documenting the strategy and roadmap will enable senior management to understand the changes needed to align IT to the strategic goals and thus support, resource and measure it correctly.

All of this is correct - in addition, recognize, that IT strategy is not static over three years but that your context changes continuously. Therefore, make IT strategy roadmap development an iterative process, that successively adds more depths and more topics into analysis as well as future state design. It requires experience to recognize the most important topics and use black boxes to deal with other fields in future iterations. I recommend to see IT strategy roadmap development as an iterative process, that adds more clarity in every iteration - without compromising on a long-term, stable vision (using the operating model and other techniques as mentioned above).

From an Enterprise Architect’s perspective: 1. Understand Business Goals: Grasp the organization’s objectives and long-term vision. 2. Assess Current State: Evaluate existing IT systems and identify gaps. 3. Stakeholder Alignment: Collaborate with business leaders to align IT goals. 4. Define Priorities: Prioritize initiatives based on impact and feasibility. 5. Technology Landscape: Analyze emerging tech trends (cloud, AI, data analytics). 6. Roadmap Components: Short-term actions, mid-term projects, long-term vision. 7. Risk Management: Address security, scalability, and compliance risks. 8. Governance and Metrics: Establish KPIs to track progress.

One of the things I've learned is that you can create an IT Roadmap as a basis for your next 12 months, but that you should be flexible enough to revisit those priorities every quarter.

Understand your organizations overall goals, objectives, strategies. Assess your current position relating to the organizations direction and goals, Identify the requirements needed get from point A to point B, determine priorities in moving that direction, start efforts, continuously re-evaluate and adjust to stay on track

Creating an IT strategy roadmap requires collaboration among IT leaders, stakeholders, and an understanding of both technological possibilities and business objectives. Follow for more.

For an IT strategy to work it is essential to involve people with vision in your organization and let them engage in the process to make sure that the strategy is not top down but bottom up. Inside the people that will live your strategy in the near future are valuable ideas about progress and improvement. It is up to you to distill and translate this into strategic goals. Organize multidisciplinary sessions and involve stakeholders from disciplines inside and outside your focus areas to keep an open mind. Launch your first set of ideas in different areas of the company and collect and filter feedback and mold your IT strategy into a shape ready to launch.

1. Understand Business Objectives. 2. Assess Current IT Infrastructure. 3. Identify IT Requirements. 4. Set IT Goals and Priorities. 5. Develop a Technology Roadmap. 6. Plan for Resource Allocation. 7. Implement Risk Management. 8. Establish KPIs and Monitoring Mechanisms. 9. Create a Timeline. 10. Review and Adapt.

I would emphasize making the IT strategy roadmap an integrated aspect of the overall enterprise's capability based plan. According to TOGAF and Archimate the key is to define the capability enhancements required by capability required to realize the strategic objectives of the company. Today IT is a critical actor in enabling most strategic capability enhancements. In addition IT as a capability itself needs capability enhancements in areas like IPAAS and security order to better enable the business capability enhancements. Lastly it is also important that the IT strategy link IT services to strategic capability enhancement outcomes, so that IT benefit is a measurable contributor to strategic success.

Während der Erstellung einer IT-Strategie-Roadmap darf ein wichtiger Punkt beachtet werden: Widmet Euch bei der Betrachtung der Vergangenheit, der Ist-Situation und der gewünschten Soll-Situation auch dem Austausch mit den Mitarbeitern, die die IT Anwendungen genutzt haben bzw. zukünftig nutzen sollen. Sie sind Fachexperten, die einen wesentlichen Input liefern können, der weitab von dem Skill der IT zu verorten ist. Dort beim Endanwender - der von der IT sorgsam umgesetzten Lösungen oder Verbesserungen - tauchen Pain Points auf, die häufig nicht bis zu den Fachexperten im IT-Department vordringen. Diese wertvollen Hinweise dürfen beachtet und bei einer Strategie-Definition begleitend einfließen.

For an meaningful IT strategy, prerequisite is the business strategy. If the business strategy is not clear yet or not complete then the organization needs to focus on defining the business strategy first. After it is defined IT strategy and its roadmap can be achieved with less effort with reasonable output.

To effectively implement an IT strategy roadmap, CIOs should first align with their CFOs on availible investment capacity and select projects that balance business value and associated risks. Next, a data-driven assessment of resource needs and key skill sets, can make or break the roadmap's success. Lastly, measuring and tracking progress is essential. Regular assessments not only keep the roadmap on track but also allow for agile adjustments in response to unforeseen challenges or opportunities.

Several frameworks can help with implementing an IT Strategy Roadmap. Frameworks like COBIT, ITIL, TOGAF (The Open Group Architecture Framework), Zachman Framework, Six Sigma, Balanced Scorecard, Agile/DevOps, and Digital Transformation Frameworks (e.g., MIT CISR, Gartner, Forrester) aid in IT Strategy Roadmap implementation. When selecting a framework, consider the specific needs and objectives of your organization, as well as the culture and resources available.

The roadmap should be put into practice while it is being produced. Hypothesis can be tested out, studies started. This leads to additional insight which can guide future iterations of the roadmap sharpening. And keep the limited resources of implementation in mind. It pays off to know about the current project portfolio and priorization and consider what change capacity is available. No need to create grand plans that cannot be materialized with the given resources!

A clear roadmap for an IT strategy is essential for corporate success. It acts as a template for direction, coordinating technology endeavors with larger corporate goals. Metrics and indicators must be used to track progress on a regular basis so that organizations may evaluate the benefits and results of each effort. An agile execution approach's flexibility guarantees response to input, changing outcomes, and modifications in the business and IT environments. The IT strategy roadmap must be reviewed and updated on a regular basis in order to allow for the necessary modifications to projects and goals, which in turn promotes a flexible and durable business IT framework.

Involving people and connecting individuals for contributions and implementation strategies helps them to feel that have had a hand and seen as contributors to the process.

A implementação depende de um bom e experiente profissional com perfil entregador. Além disso uma boa governança e ritmo para que a implementação siga o planejado.

Effective implementation also hinges on fostering a culture of agility and innovation within the IT team and across the organization. Encourage an environment where feedback is actively sought and valued. For instance, adopting a sprint-based approach, similar to Agile methodologies, allows for rapid adjustments and continuous improvement. Celebrate milestones to keep the team motivated and aligned with the roadmap's goals. Additionally, consider the importance of change management, especially for initiatives that significantly alter existing workflows or require new skill sets. Proper training and support are key to ensuring a smooth transition and high adoption rates among users.

Use all relevant levers of your company to unleash the power of results. Create a robust measurement system on outcomes and communicate permanent on a defined timeline. Use different communication perspectives to involve all relevant parties.

The roadmap is a blueprint with as many as two dozen initiatives and 100+ tasks to be accomplished over three years. That is a lot! The challenge is that most IT teams and their business counterparts have no extra time to take on new initiatives and tasks. So executing a strategy is like changing the engine of a jumbo jet while it's in the air. So, companies often hire consultants to help design the appropriate business processes, teams, architectures, use cases, and business plans required for implementation. They then hire consultants or systems integrators to implement the designs. Or they do the reverse: they hire consultants or systems integrators to maintain the existing environment while they design and build the new one.

Find someone who has developed an IT strategy already to lead the process, either a consultant or head of IT. Allocate about 12 weeks for the project and appoint a project team to review deliverables every step of the way. Identify key stakeholders to interview, including IT leaders and partners, and schedule those interviews during a 2-3 week period. It's best to have at least 2 people lead and document the interviews: one to ask questions and one to take notes. It's also very helpful to conduct the interviews via Zoom so you can include an online scribe (e.g., Fathom) that records all the interviews, creates a transcript, and summarizes the interviews. One person should summarize each interview afterward as soon as possible.

Use a template for the methodical and content parts - various frameworks exist. Also employ external consultants that bring in an outside perspective, are not part of the system themselves and can address long-standing "blind spots".

Envolver pessoas multidisciplinares que possuem a visão de negócio e estratégia para validar se é o caminho certo a ser seguido e quais as apostas da área no curto, médio e longo prazo

Evaluate fitting methods for your company and use them in a combined Top down & Buttom up approach. Fill expertise and experience gaps with additional resources.

Outside-in approach It's easy to decide to go for ERP or other relevant business centric IT package. Once implemented it gives a false security to the business leaders that their business is going on as per the data given by the ERP, CRM (or other solutions). Digitization wave has added an extra layer of security and satisfaction to the leaders. This is not enough. Business information system should align to the business strategy. Easier said. First thing which should be done is to ask these questions. Is our IT system enabling the following: 1. Understanding the market, customers demand better, how to forecast better, how to drive demand up

When formulating an IT Strategy, remember the following key aspects: 1. Clearly set goals - interim, short term, mid term and long term 2. Business needs and business strategy define the goals and roadmap for IT strategy 3. Getting too ahead of oneself when formulating an IT Strategy is ridden with risks Start with interim goals first - what do we need getting done to get or keep the house in order immediately - small, meaningful and result yielding projects Short and mid term - any new products and services business is looking to launch in the 6 months to 2 years timeframe? What technology development does this need? How can the cost of technology be optimised with long term goals in the plan?

No IT strategy roadmap is meaningful without first having developed the business strategy. This is the sine qua non of technology strategy development. However we must not forget that in developing the business strategy, being aware of innovations and developments in technology plays an important role in revealing 'the art of the possible' for business, and can itself help shape the direction that the business strategy takes.

Continued.... 2. Monitor sales, give beneficial incentives, better communicate, support strategies to drive the top line up 3. Do we have the production, service capability to meet the demand today and tomorrow? What data points are needed? Can the data be got real time or better predicted? 4. How to improve bottomline? Are all our processes adding value or just costs? Can we simulate effects of changes to them? What are the best and not so good processes, products and services? What needs to change?

To back up a bit: Your IT strategy should be an intrinsic part of the business strategy- not aligned with it, related to it, connected to it or parallel with it. If we get this part right, the rest will follow.

I would like to add another perspective: having a plan and a written strategy is indeed beneficial. However, it is crucial to also explore options that may not be initially apparent once the strategy is in action. Given the rapid pace of change today, a long-term roadmap may not always be practical. Instead, use the strategy as a guide, rather than as an unchangeable 'bible'.

The IT Strategy is a living document which points in the direction the company is going. Not just IT as a standalone part, catering to the business needs, but an integral part of the company vision and roadmap for the next 3-5 years. In this way there are no reactive actions being taken but pro active and streamlined with your business. Just looking at the developments in AI on a daily basis can disrupt the longer strategy and proves a strategy is not a fixed given anymore. So that's why being an integral part of the global strategy can only help IT and business go hand in hand further.

Vor lauter Dinge die zu tun sind, vor lauter Dinge die zu beachten sind, gilt es Dinge zu tun. Zu machen. Denn nur dadurch lernt die Organisation. Weil ganz nebenbei das technische und wirtschaftliche Umfeld sich sehr schnell verändert, ist die Geschwindigkeit von umgesetzten Verbesserungen der Nutzen für die Organisation.

A very important other thing to consider is how you will be measuring the success of your IT strategy. And in the case of a (hopefully only partial) failure, how you are going to realign and get back on the track. It is essential to define Key Success Factors and the way and time frame to evaluate them. In a commercial company you can plot the success on "simple" things like : - efficiency, costs saved - successful product launches and their profits - market share - customer satisfaction, esp. improvement of it Although part of these can also somehow be projected on government organizations, there the story will be more about your meaning as a government agency for your ecosystem and the social or political goals served

Over the years technology has progressed from being the back end support to being front and centre of business decisions and considerations. The past few years have seen companies partnering with technology to delivery firm wide strategy rather than the pillared or separate approaches. It is fantastic and important to see tech being integrated and woven into decisions from every aspect of the business, cementing their role as a key part of an organisation.

I am definitely in sync with the points highlighted. IT strategy is an ongoing activity, not an after thought and surely has to align with business strategy. This is even more important for organisations which are not into selling technology but only leverage it for better, faster and cheaper RoI. In my experience, I have always borrowed loose coupling as a concept while defining strategy to ensure changes, big or small can be absorbed e.g. ways of working may not change for all, specific tool may not be applied to all teams, workforce may not be fully seamless due to 3rd party dependencies. Overall, IT strategy should be mindful of such elements for smoother implementation.

IT strategy is an integral part of your business strategy and both has to go hand in hand. To meet the business objectives; one must have clear understanding of all the factors and domains involved at enterprise level. IT strategy is not just about implementing the latest technologies or managing data centers; it's about aligning technology with the core of your business to drive innovation, enhance customer experiences, and achieve sustainable growth. IT should be seen as a strategic asset, not just an expense, and its role should be embedded throughout the organization, not siloed away.

The IT strategy needs to be in place as IT is an enabler but there must be some alignment with the Business strategy. There will be elements of IT for IT, there will be elements (such as a data platform) that will be business enablers and then there will be the elements that are pure business alignment. You need to do it all and a good IT strategy will cover all elements.

I'd also like to add that once you've defined a tech vision, strategy and plan, its time to make a compelling pitch to the CEO. The best tech leaders can sell the vision and plan and command the resources and budget required to execute on the roadmap. I see a lot of leaders fail to sell the plan and tell the story to connect the value of the plan to the CEO and board.