Our approach is pragmatic, based on many years of experience, with many clients. We start by understanding the larger context based on enterprise, division and/or business unit strategies. Through interviews with key business and IT executives that have a stake in the outcome, we develop a solid understanding of the business and technical issues that are likely to arise. We then drill down into those issues to develop strategies that fulfill the objectives of the assignment while accommodating the business and technical issues that are present. We temper the solution with industry best practices. Finally, we develop the "story" that sells the solution. With the credibility established during the interview process, we "sell" the solution to the same business and IT executives that participated in the study. The results are pragmatic, based on business needs and achievable.
WTMG differs from most IT management consulting firms in several important respects. The principals do the work. We work with the principal business and IT stakeholders. Because of our experience, we are credible with these executives and able to market our recommendations to them. We understand the business and technology issues that need to be addressed to make a strategy executable. We approach assignments pragmatically rather than with "canned" methodologies Most assignments are completed in one to three months.
WTMG addresses four principal issues:
Maintaining alignment with the enterprise business strategy is elusive. Business strategies change. Priorities change. And, there are many important business strategies competing for limited IT resources. How can IS organizations determine which strategies are most important today? How can they maintain alignment as business requirements change? How should they allocate scarce IT resources in this changing environment? Establishing and maintaining alignment with changing business priorities and allocating resources to deliver the most value is the essence of aligning IT strategy with the business strategy.
" Which business strategies are most important today?
" How can IS organizations maintain alignment as business requirements and priorities change?
" How should IS organizations prioritize and allocate IT resources among competing business strategies?
" Which sourcing strategies should be adopted after all IS resources are allocated?
" How can IS organizations measure their contribution to the business?
Today, IT resources and functions are "owned" by many organizations within an enterprise. Yet, there are common resources and functions. And frequently, these organizations must work together to accomplish a common goal. How can CIOs organize IT resources, functions and people to reduce redundancies and more effectively deliver IT services across the enterprise? Which organization and governance frameworks best describe who is responsible for what and how decisions will be made?
Key Issues include:
" How can CIOs determine what is common and what is different among peer IS organizations?
" How should IT resources and functions be organized to fulfill common functions and achieve shared goals?
" Which governance models best allow the shared management of IT?
" How can CIOs measure the effectiveness of shared management organizations?
Most IS organizations are developing and implementing enterprise architectures to reduce IT complexity and control soaring IT costs. However, the best technical architecture will become "shelfware" if it is not supported by the business and IT community. The "art" in enterprise architecture is not in developing the "as is" state but in implementing it so as to demonstrate value and build user support and compliance from affected business and IT executives. Said differently, the success of the architectural initiative depends upon navigating the "political" issues of implementation.
" Which standards should be selected and why?
" Which governance models best build user support?
" What benefits will the enterprise architecture deliver, to whom and when?
" What strategies can IS organizations adopt to gain user compliance?
Performance measurement is a vital tool for measuring and communicating IT's contribution to the business. CIOs are mandated to "do more with less". How can IS organizations reduce IT costs (without sacrificing service levels) while delivering more "value" to the business? Which metrics (operational to efficiency or effectiveness) best express a clear, consistent and cohesive set of performance measures that becomes a common language across the enterprise? How should CIOs determine which measurements best demonstrate alignment with and contribution to the business strategy? How can these measures maintain alignment as business needs change?
" Which metrics should be used and when?
" How can CIOs reduce IT costs without sacrificing service levels?
" Which methodologies best demonstrate IT's contribution to the business?
" How can CIOs develop an integrated and consistent view of IT performance and results?
" How can CIOs demonstrate and communicate progress?
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