Monday, March 23, 2020

IT Planning and Transformation

 Strategic IT leaders know how to drive an iterative planning and execution continuum, make a stride toward the future and lead their organization to reach the next level of organizational maturity.

Information and technology recharge the digital business with the power to respond to changes quickly and innovate relentlessly.

With the exponential growth of information and frequent disruptions, CIOs should play the strategic leadership role with broader leadership responsibilities, make proactive planning and IT transformation. The degree of IT planning has a positive correlation with the degree of uncertainty and unpredictability.




IT strategic planning of the potential portfolio: IT management is not just the business of the IT department, but the responsibility of the entire company. Thus, IT strategic planning requires collaboration among executives, IT managers and information professionals, users, etc, proactively push ideas on how to leverage IT to drive business revenue growth, improve organizational responsiveness, flexibility, and profitability. In a well-articulated IT strategic plan, establish IT statements of vision, mission, and values, define strategic goals to accomplish over the medium and long term period of time.

Nowadays due to the rapid change, strategic planning is a dynamic process. Planning well means that CIOs know how to leverage and prioritize, and they must consider the business-relevant factors in order to create effective strategic planning. It is a matter of figuring out "where are you now," and "where do you want to be" by navigating the full set of “Ws: Why, What, How, Who, When and Where, etc.” The strategic organizational goal must comport a vision for a better state, IT leaders should integrate disparate planning sources, access to and gain a better understanding of information, develop a potential IT portfolio and make the seamless alignment to ensure the long term success of IT.

Scenario planning would be a key feature to support the idealization process: With unprecedented levels of uncertainty and emerging business properties, the value of scenario planning is to uncover significant risks in the strategic plan. You can use the scenario planning to explore how your current strategies will or will not help you against possible disruption via establishing a set of What-if scenarios showing the potential scale of business benefit to be driven from the IT portfolio based on different mixes of programs and projects.

Scenarios can be very strong planning tools qualitatively, and get you the best time-value result. Usually, scenario planning is less formalized and can be used to make plans for qualitative patterns that show up in a wide variety of simulated events. When you think of scenario planning, think of risk management. Estimate a range of potential impacts for each scenario; then itemize the steps and costs required to create a detailed plan once the disruption appears to be certain. This gives immediate guidance and allows everyone to anticipate costs and effort when the market changes.

IT workforce planning:
The dynamic IT workforce planning is important to implement strategic goals, motivate employees to achieve more, build high-performance teams, and create business synergy. The workforce planning is a continuous cycle that should be supported by robust processes, flexible and comprehensive set of tools and involves hard success factors, such as structure, process and technology, and soft factors such as leadership, communication, and culture, etc. Workforce management is a critical process to shape differentiated business competency.

Further, workforce planning and management today are far more than just putting a strategic label on the term. It’s an information-based approach that uses information technology tools and resources often weren’t available in the past. Keep in mind, the planning process is never done - it is a continuous cycle that is part of the management process itself.

IT planning is dynamic and multidimensional. To make IT more visible as the strategic business partner, strategic IT leaders know how to drive an iterative planning and execution continuum, make a stride toward the future and lead their organization to reach the next level of organizational maturity.



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