IT strategy health check

We are clear what is required of us by the Business in support of their strategy, both now and in the future (e.g. scope and priorities for our services; cost and performance expectations; etc.)

We have an up-to-date assessment of our strengths and weaknesses (e.g. with: technology landscape, operational performance, delivery performance, skills and capabilities, etc.)

We have an up-to-date assessment of external opportunities and threats (e.g. availability of key skills, changing IT service market, technology change, etc.)

We are clear how business performance will be impacted if we don’t act to address the issues and opportunities resulting from the analysis in (1) – (3) above

All key stakeholders agree on the rationale and priorities for action (i.e. case for change)

Driven by (A) above, we are clear on our scope and purpose – and where this fits within the Business and alongside other functions providing services to the Business

We have a clear vision/aspiration for the future, underpinned by measurable, business focused outcomes and objectives

We have a set of guiding principles providing a sound and consistent basis for making strategic and operational decisions (e.g. build vs. buy, in vs. outsource, etc.)

We are clear on what services we will offer in future, their criticality to the business, who will receive them – and how they will be, funded and delivered

We have defined, at a high level, what our future technology landscape will be – and how this is different from today (applications, architecture, etc.) 

We are clear how the IT function will be structured and run – and if/how that will be different from today. (e.g. governance, sourcing (internal vs external), organisation, skills and capabilities, technology, etc.)

To achieve the change required by (B) above, we have a clear implementation plan, budget and resource plan which has been agreed with the business sponsors and those accountable for its delivery

Our plan recognises that context and priorities will change over time - and, with this in mind, incorporates regular delivery and review points

We have clear leadership and governance to oversee the implementation of the change – including strong sponsorship and representation from the business

We have a clear and compelling business case which meets the organisation’s investment goals (e.g. minimum IRR, etc.)

We are clear what benefits will result from the change; when and how these benefits will be realised – and who (in the business and IT function) will be accountable for realising them