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

Whatever your long term career goals, we’re here to support you. Through an open dialogue, we help our people to build the capabilities, experiences and networks they need to boost their careers.

 

After graduating from York University in 2006 with a masters degree in Physics, I instantly decided that a career in technology was for me. I joined Accenture’s technology consulting practice where I ...

Harvey Bennett, Consultant

Harvey Bennett

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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

Point of View

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A new breed of IT Strategy has emerged

Developing an IT strategy has traditionally been a cyclical process, in response to either a known technology shift (e.g. ERP systems coming to end of life) or a business-driven requirement (e.g. M&A activity, growth and international expansion, efficiency and cost-reduction programmes).

These drivers remain critically important but the advent of the fast paced ‘digital revolution’ has added new dimensions to developing an IT strategy:

  • An annual or multi-year cycle no longer works; you need a dynamic and responsive approach to IT strategy development
  • Customer interfaces are becoming ever more digitised, throwing IT into the forefront of business operations
  • Consumers are generating data at an astronomical rate, from which businesses can derive previously unavailable insight, and so enable customisation of their products and services
  • Technology is being used in different ways, to develop new products and services rather than just support business operations.
IT Strategy

The IT function can only support this if they are truly integrated with their business customer and have the capabilities and capacity to respond quickly. As well as closer business partnering, we have seen a shift towards “bi-modal” ways of working, a merger of development and operations (“DevOps”) and an organisational shift from functional IT to product centric teams.

In many sectors, IT is fast moving from supporting the business to being the business. Not only has IT moved from a being a passive support function to an enabler of growth in recent years; it is now becoming the power-house of growth. And as the IT strategy increasingly sits at the heart of the business strategy, so the role of the CIO is fundamentally beginning to shift.

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Critical, Complex, Lasting Change

Tools

Strategy Health Check

Assess whether your strategy is set-up for success with one of our questionnaires.

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Article

Moving your data centre to the Cloud

There is lots of hype around Cloud, and confusion between public and private Clouds and what they can offer.

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Case Study

Gaining greater strategic clarity so IT can better support the business

We worked with the EBRD to strategically review and refocus their IT function.

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Insight

An old school approach to new technology

Does new and exciting technology require a new and exciting approach to project management?

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The advent of the digital revolution has made the need for a clear, current and dynamic IT strategy more critical than ever. And as the transformational opportunities presented by technology spread from the back-office into the faster-paced front-office, organisations are realising that it is a very new breed of IT strategy that is required.

Simon Close

Simon Close
Partner

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