A Danish industrial groups IT should be reorganized strategically and consequently adapted to the needs of the internal customers. An IT strategy, including a mission statement and implementation planning, has already been developed by the client themself. Despite the urgent need for action from an economic point of view, the implementation “did not get off the ground”. The individual Business managers did not pull in the same direction. “Strategy frustration” spread, and our client ran the risk of sticking to the status quo and thus falling behind in relation technology driven competition. The top management wanted to avoid it at all costs.
- To address the fear that the strategy was bad or wrong, a business requirement assessment was conducted. With the result that the strategy were resilient and attractive.
- Systematic interviews about understanding the IT strategy and the consequent action taken in the ranks of all leaders at the 2nd level showed a very heterogeneous picture:
From lack of IT strategy to specific but different goal understanding.
- It was therefore necessary to start at two levels:
- 1) Why this particular IT strategy, it can also be done differently?And
- 2: How exactly should we do it?
- Using a thought process, all managers were involved with, how the consequences of possible strategic guidelines will be, and why the particular variant was chosen. A broad basis of understanding was created.
- In order to meet the different interpretations of the IT strategy and the different derivations of business managers, the company’s internal IT program management was supported in the systematic request, specification and above all synchronization of these “translations and derivations”.
- A given fixed structure ensured that the individual “demands” were strategically described by the business managers and developed.
- The services were made to fit in individual sessions as well as overall synchronization workshops, so that a very concrete, detailed and coherent overall image was created that fits the overall IT strategy.
- The 1st level was performed: there were clear and matching answers to the question “Why do we want to adapt in this way in the future, and what does it mean specifically for the respective area?”
- At the next level to be addressed, it was necessary to ensure coordination of ways and resources for the implementation of the IT strategy. Top management acknowledged that the implementation of the strategy can not “just” be achieved in parallel with the day-to-day business.
- Using a given structure, each business manager was presented how to close his “strategic gap” from the current to the target state, what is required for this, and how the interconnection with the other areas is seen.
All in all, this process led to a coordinated implementation plan with appropriate resources and resources for the responsible department heads. They saw themselves able to actually complete the IT strategy implementation and had the feeling that they were working with the other departments and no longer against them. The result was an effective process to close the “strategic IT gap” – implementation of the IT strategy – and ensure the company’s continued competitiveness.