Developing an IT Strategy that works & Supports Strategic Growth

Is the growth of your organisation being eroded by spending too much on IT and Communications? Do you understand what is happening in the technologies that are driving the marketplace in which you must purchase your solutions? Are you finding that IT is holding you back rather than leveraging your success. Is the user dissatisfaction with IT draining their enthusiasm and energy to pursue the growth strategies of your organisation?

Is it time for a change in the way IT supports your longer term growth intentions? Do you need help to change your IT resource profile and improve user satisfaction? Is the problem even bigger than that? JI-MC has helped many organisations with these issues; perhaps we can help you.

What sorts of issues are becoming visible to you?

Business Strategy

  • Vision and higher-level aspects clearly enunciated with good staff buy-in
  • Growth strategy well-founded: plans for priorities in prime business functions well understood. Slight lack of clarity in implementing key aspects in year 1.
  • IT and communications resources taken ‘as read’ expected to increase with organisational growth.
  • Some critical success factors of business growth linked to IT projects

Escalating Cost

  • Annoyance throughout organisation concerning reliability, and availability of IT
  • High replacement cost and support cost for workstation computing a financial drain on growth resources
  • Communications whether for voice or data not seen as a strategic problem but volumes and costs set to increase.
  • Suggestions that outsourcing IT would solve all your problems, but discomfort that it might not be that simple

Market Forces

  • Reducing communications costs give rise to new architectures for multi-site organisations. What could this mean for your organisation? What are your competitors doing?
  • Resilient computing delivered in new ways.
  • Increasingly complex workstation support; hardware, software, network and servers
  • Steadily rising cost of support staff and resource shortages predicted if not yet critical. Rumours of some competitors reducing IT and communications spend by 25%; where does this leave you?
  • Increasing power of computers and servers and reducing cost of very large storage solutions

Inadequate IT; a Symptom of a Larger Strategic Issue

  • Management frustration with poor communication between ICT and users
  • If the new technologies could help the organisation move forward internal IT staff can’t explain how.
  • Impatience with overly complex solutions and slow response to new requirements
  • In strategic discussions about the longer term role of ICT there is frustration at this unnecessarily expensive resource, the cost of which needs to be minimised.


Making it Happen

Positioning IT investment so that it supports the strategic intentions of the organisation is a vital yet an elusive component of success in today’s aspiring organisations. In the past the communications resources of organisations were seen simplistically as a resource for  telephone/voice. With multi-site organisations, communications for data were handled by acquiring connections of the proper specification as needed. But all that has changed.

Now with voice technologies and data communicatios converging within  the digital transmission format; they need not be kept separate; indeed it is most unwise to see them as separable resource management issues. To indicate this we refer to these corporate strategies as ‘ICT’ indicating a merging of Computing, Telecommunications and Information Systems.

Falling Behind in ICT?

Is it possible that your organisation is falling behind?  Are your ICT resources failing to meet the needs of management and staff? What is this failure costing you?

  • Is it a small matter of annoyance?
  • Paying more than you should for ICT resources?
  • Losing out in competitive terms where ICT is a business enabler

The types of consultancy process we would expect to use will be designed to fit with the ICT issues you are struggling to resolve. Likely options include but are not limited to the following:

Review of Strategic Role for ICT

  • Explore implications of Current Business plan for location of ICT driving points.
  • Surface opportunities that could be added to Strategy if new ICT options were made available
  • Priorities by Strategic Impact Assessment

Review of Appropriateness of Current ICT Investment

  • Document IT Resources
  • User Satisfaction Survey
  • Best Practice ICT Deployment Health Check
  • ICT Infrastructure Health Check

Prepare Collaborative Assessment of Needs and Resources

  • Applications Assets Inventory
  • ICT Office- New Working Vision for Long-suffering Staff
  • ICT Architecture and Corporate Resilient Operation
  • Strategic Scope for ICT taking on a Corporate Prominence

The Way Forward

  • ICT Deployment Adequate for Longer Term Success
  • Transforming the Role for ICT in Delivering Competitive Advantage where Appropriate
  • Change Management, Project Management, Cultural Development

Remedial work will be designed in partnership with you so that your management understand and own the result. We believe that leadership skills will be important in creating sustained benefit, and in retaining congruence with a changing ICT resources marketplace.

We would very much like the opportunity of working with your organisation. To help us find out if our resources are appropriate for your needs, please register your interest by clicking on the envelope symbol at the top right of your screen.