Information Technology Strategy Template

Session:
Chair:
Date:
Name: _____________________________________
Business Name: _____________________________________
Why do some organizations create unprecedented shareholder value using
IT, while others are lost at sea? It is no secret that IT is a strategic weapon
that can be used toward competitive advantage, what is often in doubt is
how to make it happen. Can you say with certainty that you are getting
the biggest bang for your IT buck? Can you prove it? If gaining sustainable
competitive advantage is an imperative for you, read on. This IT Strategy
Template will show you how to use IT for shareholder value…and we can
prove it!

Executive Summary
Purpose: The executive summary provides a concise and clear overview of the
main points of the IT strategy. It's designed to give stakeholders who might not have
the time or expertise to delve into the full document a quick understanding of the
primary objectives, challenges, and actions defined in the strategy.

Introduction
Purpose: The introduction gives readers context about the creation of the IT
strategy, its intended audience, and the scope of its content. It also sets the stage
for why the strategy is essential and how it fits into the organization's goals.

Business Context & Strategic Alignment

Purpose: This section underscores the connection between the company's
overarching goals and the IT initiatives. It clarifies that the IT strategy isn’t an
isolated set of objectives but rather a vital component in realizing the broader
organizational vision.

Baseline
Q1. What are your top 5 business “pain” points?
These are things that you wish you had or had a solution for. Please put the first 5
things that come to mind.
Business “pain” points:
1. ______________________
2. ______________________
3. ______________________
4. ______________________
5. ______________________
Q2. What are your top 5 business “objectives”?
For instance, the following are some common reasons that drive business strategy:
 Business objectives – forward action: Things that you must do to succeed
 Business objectives – risk mitigation: Things you must avoid to succeed
 Business objectives – overcoming roadblocks: Thing you must overcome to
succeed
 Business objectives – other?
These can be short term or long term. They can be driven by revenue, cost, time to
market, competitive advantage, risk or some other reason.
Business Objectives (Long Term/Short Term):
1. LT/ST_________________
2. LT/ST_________________
3. LT/ST_________________
4. LT/ST_________________
5. LT/ST_________________
Q3. How do you plan to achieve these objectives?
For instance:
 If revenue increase is an objective, then enhancing the scope and reach of
your distribution channel is an imperative. This can be achieved by going
direct to customer or getting more distributors for your product.
 If reducing cost is an objective, then sending electronic statements can
reduce printing costs
  If margins is the issue then selling direct can reduce broker/distributor
commissions

Opportunity Imperative

Revenue

Cost

Risk

Customer Satisfaction/Retention

Other

Q4. What is in the way of achieving your imperatives?

For instance:
 If revenue increase is an objective, then enhancing the scope and reach of
your distribution channel is an imperative. This can be achieved by going
direct to customer or getting more distributors for your
product. Complication: you do not have the money to invest
 If reducing cost is an objective, then sending electronic statements can
reduce printing costs. Complication: you do not have the technology
staff to pull this off
 If margin is the issue then selling direct can reduce broker/distributor
commissions. Complication: you do not have the technology to pull
this off or this will offend your current distributors who might leave.

Imperative Complication/
Implication

Revenue

Cost

Risk

Customer Satisfaction/Retention
 Other

Q5. What will we gain by leveraging IT capability across the business?

Opportunity Rationale

Sales and Marketing

Manufacturing and Operations

Procurement

After Sales Service

Business Analysis
Q6. Who is your “customer”?
1. What do you know about their demographics?
2. What do you know about their psychographics i.e. behavior and preferences?
3. How do you know your customer demographics and psychographics?
Customer Demographic:
Customer Behavior and Preferences:
Q7. What is our current business model?
Q8. What are the strengths/weaknesses/gaps in this business model?

Q9. What are the strengths, weaknesses, opportunities and threats facing
your business?

Strengths Weaknesses

Opportunities Threats
Q10. What is each product’s profitability by market and channel?

Market Customer Product Purpose

Instructions “S”, “M”, “C”, “B”, and/or List “S”, “B”,

and/or “L” “P” applicable and/or “V”
products

Direct

Sales Force

Brokers/
Dealers

Phone

Wireless
(Phone)

Wireless
(Palm/Other)

Q11. What are some of the key areas in which your competitors are better
than you? Is this “gap” of importance to our customer?

Gap Rationale

Sales and Marketing

Manufacturing and Operations

Procurement
 After Sales Service

IT Strategy Analysis
Q12. What is in the way of achieving your business imperatives?
For instance:
 If revenue increase is an objective, then getting more enhancing the scope
and reach of your distribution channel is an imperative. This can be achieved
by going direct to customer or getting more distributors for your
product. Complication: you do not have the money to invest
 If reducing cost is an objective, then sending electronic statements can
reduce printing costs. Complication: you do not have the technology
staff to pull this off
 If margin is the issue then selling direct can reduce broker/distributor
commissions. Complication: you do not have the technology to pull
this off or this will offend your current distributors who might leave.

Imperative Complication/Implication

Revenue People:Process:Technology:Other:

Cost People:Process:Technology:Other:

Risk People:Process:Technology:Other:

Customer Satisfaction/Retention People:Process:Technology:Other:

Other People:Process:Technology:Other:

Q13. Can IT help achieve your business imperatives?

Complication/ Solution
Implication

Revenue Application:Information:Infrastru
cture:
 Cost Application:Information:Infrastru
cture:

Risk Application:Information:Infrastru
cture:

Customer Application:Information:Infrastru
Satisfaction/Retention cture:

Other Application:Information:Infrastru
cture:

Q14. What will we gain by leveraging IT capability (selling, manufacturing,

buying or servicing) across the business?

Opportunit Rational
y e

Sales and Marketing(Hint: Usually the opportunities are on

the revenue and some on cost side)

Manufacturing and Operations(Hint: Usually the

opportunities are on the cost side)

Procurement(Hint: Usually the opportunities are on the cost

side)

After Sales Service(Hint: Usually the opportunities are on

the cost and customer retention side)

Environment Trend Analysis

Q15. Top 5 business trends? Which of these will affect you? How?

No. Trend Impact Rationale

1
 2

Q16. Top 5 technology trends? Which of these will affect you? How?

No. Trend Impact Rationale

Trend analysis leads to the creation of business impact statement and risk
mitigation strategy.

Current IT Capability Analysis/Current State

Assessment
Purpose: This section offers an objective evaluation of the organization's present IT
landscape, including its strengths and potential areas for improvement. It serves as
the baseline from which future initiatives and improvements will be launched.

Q17. How much do you spend on it? (Is it the largest single investment?)
1. Where do you spend that money? (categorize that spend)
2. Why? (How much have you earned from it?
Q18. What is your technology ROI?
Q19. Does your company have a plan for technology?
Q20. Does your business plan include a technology plan?
Q21. Where is IT being used across your business?

IT Capability Rationale

Sales and Marketing(Hint: Usually Application:Information:Infrastru

the opportunities are on the revenue cture:
and some on cost side)

Manufacturing and Application:Information:Infrastru

Operations(Hint: Usually the cture:
opportunities are on the cost side)

Procurement(Hint: Usually the Application:Information:Infrastru

opportunities are on the cost side) cture:

After Sales Service(Hint: Usually Application:Information:Infrastru

the opportunities are on the cost and cture:
customer retention side)

IT Vision & Principles

Purpose: What you aim to achieve with IT in the long term. Set of beliefs or values
to guide IT decision-making.

IT Objectives & Goals

Purpose: Specific, measurable, achievable, relevant, and time-ound (SMART)
objectives to align IT initiatives with business goals.

IT SWOT Analysis
 Strengths: IT capabilities that provide a competitive advantage.
 Weaknesses: IT areas that need improvement.
 Opportunities: External factors that the IT department can capitalize on.
 Threats: External factors that could harm IT operations.
Future State Vision
Purpose: This section articulates the aspirational future of the organization's IT
environment, highlighting the advancements and improvements aimed for. It
provides a clear target for the organization and helps align efforts toward achieving
a cohesive end state.

Gap Analysis
Purpose: This section aims to identify, analyze, and quantify the differences
between the present IT conditions and the envisioned future. It's the foundation
upon which the actionable road map of the IT strategy is built.

Initiatives and Projects

Overview: This section will detail the specific IT projects or initiatives that are
planned or proposed to address the identified gaps (from the Gap Analysis) and to
achieve the outlined strategic objectives. Each initiative should have a clear scope,
objective, timeline, budget, and designated responsibilities.

Implementation & Execution Plan

Purpose: To provide a structured, chronological plan of activities that will be
undertaken to achieve the IT strategy's objectives. This plan ensures that there's
clarity on what needs to be done, by whom, and by when.

Technology Initiatives & Roadmap

Purpose: To present a clear set of technology initiatives that bridge the gap
between the current and desired future. The roadmap should offer a chronological
blueprint of actionable steps, milestones, and deliverables.

Budget & Resources

Purpose: To provide a clear picture of the monetary and human resources required
for the execution, maintenance, and support of the technology initiatives. This
ensures the organization’s readiness to commit necessary resources, avoiding
potential roadblocks or resource constraints.

Performance Metrics & KPIs

Purpose: To define clear, measurable indicators of success for the IT strategy. This
allows for objective progress tracking, assessment of various initiatives' impact, and
adjustments based on empirical data.
Stakeholder Engagement & Communication
Purpose: To outline a systematic approach to keeping all stakeholders informed,
involved, and aligned with the IT strategy. Engaging stakeholders ensures the
strategy is accepted, understood, and supported, paving the way for smoother
implementation and adoption.

IT Governance & Management

Purpose: To establish a clear framework for decision-making processes,
responsibilities, and controls in the IT landscape, ensuring alignment with business
objectives, responsible use of resources, and risk management.

Risk Management
Purpose: To methodically address the IT-related risks that could impact the
organization's ability to achieve its objectives. This involves identifying potential
risks, assessing their likelihood and impact, and putting measures in place to
manage them.

Conclusion & Next Steps

The Conclusion & Next Steps section succinctly summarizes the IT strategy
document and outlines immediate actions and directions. It reaffirms the
document's significance and motivates stakeholders to move from planning to
action.

Review and Update Mechanism

Overview: This section will establish the mechanisms, timelines, and criteria for IT
strategy review and update. It provides guidelines on how and when to reassess the
strategy to ensure its continued relevance and effectiveness.