How to Choose the Right API Platform - We Have the Tool You Need! - Mikkel Iversen, Redpill Linpro

Editor's Notes

• #5: This is an example of the end-product (from SGL). A strategy with a clear and concise vision, supporting goals and focus areas that will help the client achieve the target. This structure is the one we use for all types of strategies, from digital strategy and integration strategy to data strategy or even knowledge management strategies. Besides setting a clear path forward for IT to act upon, this slide acts as a great communication tool, branding IT and their ambitions internally in the organization. It can be a great tool in explaining why we introduce specific changes.
• #6: This is a high-level overview of the process we typically go through. The process is designed around 5 workshops, however, this can differ from client to client. This is always something that should be discussed with the client, some need more workshops, some even need less. The most we have seen is 8 workshops, the least is just 1 where the client was basically already set on a strategy but just needed help structuring it.
• #7: This is an example of the end-product (from SGL). A strategy with a clear and concise vision, supporting goals and focus areas that will help the client achieve the target. This structure is the one we use for all types of strategies, from digital strategy and integration strategy to data strategy or even knowledge management strategies. Besides setting a clear path forward for IT to act upon, this slide acts as a great communication tool, branding IT and their ambitions internally in the organization. It can be a great tool in explaining why we introduce specific changes.
• #8: The strategy is built by breaking down the everyday challenges in the business and in IT. If the organization has an overall vision that IT can support, this should be taken into account. The first step of our strategy process is to address the key challenges and the business vision and goals. Spend the main part of the Kick-off adressing key challenges and strategic questions, these will, along the vision, eventually be the basis for the goals set out to achieve the vision.
• #9: Having agreed on a set of goals that aims to achieve the vision, we get more concrete. What specific areas do we need to work on to succeed with our goals? Typically, we find 4-6 focus areas directly linked to 1 or more of the goals. If a focus area can’t be linked to a goal, it should be reworked or rephrased. These focus areas, we will spend quite some time describing and maturing, so make sure all agree that they make sense. An example of a focus area will be given later in the presentation.
• #10: Each focus area is expanded and thoroughly described to ensure business alignment. It is important that all focus areas are detailed and that clear ambitions have been set. Further, already existing and future projects supporting the focus areas should be mapped and described. These will act as the foundation for the strategic roadmap. The projects supporting the focus areas and thus the goals, should then be prioritized and mapped in the strategic sunray diagram.
• #34: This is a white-board exercise. Grab the marker and write down all the input gathered in the plenum discussion. We facilitate the dialogue on the challenges currently faced by the organization, internally in IT, but also in a broader sense related to the chosen scope of the strategy. Keep it broad in the beginning and guide the discussion to a narrower selection of challenges and questions. Ending up with 4-6 challenges that can act as the basis for the next exercise. Similarly, approx. 4-6 strategic questions would suffice.
• #35: Now, we have worked with identifying key challenges and strategic questions, hopefully sparking some interesting discussions, allowing the participants to feel more engaged and aligned on the state of the business. Then, it is time to look to the future. Depending on the amount of participants, this exercise could also be taken in plenum. However, if there are 3+ we recommend using pen and paper, and take 10 mins to write down opinions individually. Based on the input, use the recap discussion to begin forming a common vision for the strategy.
• #36: Use this slide to note suggested visions, works great to do ”live” on screen. Then, end the workshop with a few suggested visions, let the participants think more on the vision until next workshop. As a preparation for the next workshop, prepared alternative wordings/new suggestions that encapsulate the discussions. Use these suggestions to agree on a vision, note that vision on the next slide.
• #37: Note the agreed vision on this slide, and begin to discuss the goals that will support the vision. If possible, further add details/explanations to each goal. Then move on to the focus areas and how they link to the goals.
• #38: Fill out this slide with vision, goals and focus areas, then copy/paste it to map focus areas to goals, dragging arrows between the boxes.
• #39: Copy/paste this template and create one per focus area
• #40: Map the concrete initiatives/projects in this sunray diagram to give an easy overview of the activities ahead. Generally, a strategy shouldn’t look beyond 2-3 years, so keep it simple.