About-Berkeley

About Berkeley

We’re about being there for our clients when it really matters. When it absolutely has to be right. Doing the right thing is both our ethos and sweet spot. And it’s why clients turn to us again and again

 

Careers

Find out how you can make a big change to your career by joining one of the best small firms in the UK.

 

I graduated from Liverpool University with a degree in Geography in 1999, and seeking variety while I decided what I wanted to do long term with my career, I began my management consultancy career at ...

Kirsty Nethersell, Partner

Kirsty Nethersell

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The people

It's the people that make Berkeley different to other consultancies. Bright, friendly, down-to-earth people who are both thinkers and doers. Working by your side, as consultants and colleagues, to get the right results.

IT Strategy

Helping you own an IT strategy that makes a real positive difference to your business

A big why

Why do you need an IT strategy? It should be there to do something useful for your business and you need to be very clear about what that is. There are many possible reasons – from providing the Board with the understanding and confidence to back a major IT investment to creating a step change in performance, from aligning and motivating your staff to reviewing your sourcing model, from working out where you fit in an ever changing technological landscape to acting as a vehicle to bring IT and the business closer together. More often than not, it is a combination of several such reasons.

We start by working with you to really get to the heart of what you want from your IT strategy – to define your why. And then we help you build the appropriate IT strategy – one that fits the task and your business and has real impact.

How we can help

Every IT strategy is unique and the process we will take you through will vary, based on your particular circumstances. We don’t blindly follow a set path or methodology. However we do broadly follow three key steps.

Creating a firm visionary foundation for IT

First, we help develop a vision, articulating smart outcomes and a set of strategic IT principles rooted in the business strategy. Often there isn’t a neat synch between the business strategy and the IT strategy. One of our strengths is to create a strong bridge by making, discussing and agreeing assumptions and implications drawn from the business strategy that will guide the development of the IT strategy.

We focus single-mindedly on your why while also looking widely at the strategic context: what your competitors are doing, industry best practice, the inevitable changes and the latest trends in the broader IT landscape.

Developing the operating model

Once a firm visionary foundation for the IT strategy has been agreed, the next step is to develop the model describing how IT works to serve the business. This will answer a number of key questions, for example:

  • What capabilities and skills do I need to ensure that IT supports my business? Do I have them now, and how do I get them tomorrow?
  • Do my applications and infrastructure give me what I want, now and as the business changes?
  • Do I have the right governance, organisation, methods, processes and incentives in place to encourage the right behaviour – in my own people and in my partners?
  • What business opportunities and threats do technology changes present?

This second step clarifies where you are today and where you want to go, setting out what you need to continue doing, do differently, and start doing.

Crafting the road map to deliver

Finally, guided by the operating model, we help you develop a road map to deliver it. This map sets out in clear practical detail how to move from where you are today to where you want to be.

Continuous improvement

This whole process is iterative. You may well revisit your strategic outcomes as you work up your roadmap, for example. It’s a cycle of continuous feedback and improvement. So once you have completed the first version of your strategy, you should regularly revisit it – your strategy should be a living, advancing thing.

We never forget it’s your strategy

Our way of doing strategy is to ensure it’s your strategy – one you truly own by being genuinely involved in its development. For us, there’s no other way of doing it. You know much more about your business than we do and therefore can build this understanding directly into the strategy. Moreover you’re going to be the ones taking the strategy forward, so you have to understand and believe in it. You have to own it.

Keeping everyone engaged

We are passionate about engaging you and your business throughout the process, rather than just at the beginning and the end, so you all understand and support the strategy. We know this isn’t always easy but we’re here to help, for example by encouraging and facilitating the right conversations with your internal customers to bring and keep them on board. One of the key ways we deliver value is to ensure your IT strategy is strongly connected to your business.

Making a real difference

This in turn, ensures we help you develop a pragmatic deliverable strategy that will make a difference and will change what you do. We don’t do shelfware. We don’t want the strategies we’re involved in to gather dust. We are here to help you create an IT strategy that has specific strategic decisions written into it, a clear sense of what the outcomes are going to be and a clear road map for how to do it. We want your strategy to have real impact, to define your choices and guide you through change for the better.

Our experience

We can't mention all our work, so we've picked out a few examples below:

  • We helped our client produce an IT strategy for the Board of a financial regulator that they understood, related to and supported. As a result the Board backed the strategy and gave the executive team headroom to make significant investments and changes
  • We helped a member-owned royalty-collection organisation respond to the seismic change in their business resulting from the shift from CDs to downloads. This involved working out a business response and IT strategy and establishing investment plans for their systems and a new shared service operation
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