• What does my IT future look like?

    What does my IT future look like?

  • How will my IT organization operate optimally?

    How will my IT organization operate optimally?

  • How and with what do I deliver value to the business?

    How and with what do I deliver value to the business?

  • How to operationalize my IT strategy?

    How to operationalize my IT strategy?

  • How to implement my IT target state?

    How to implement my IT target state?

  • How will my IT be more effective and efficient?

    How will my IT be more effective and efficient?

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IT delivery strategy and transformation

We are the ones who help YOU, IT leaders, to run IT as a Business, creating business value through an IT strategy that enables flexibility and quality. We ensure you align IT with business demand, improve your IT delivery model and enhance performance across the board.

IT Delivery

The IT delivery has been developed over the course of many years, even decades, with silo-ed additions made to account for an acquisition or support new IT or business needs.

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IT as a Business

IT as a business is not a technology shift. It requires fundamental changes in how IT is managed within the operating model as well as financial planning, forecasting and risktaking.

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IT Transformation

IT Transformation is a complete overhaul of an organization’s IT organization. This large scale change is a journey over multiple years and implemented by interlinked projects.

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IT as a Business

IT as a business is not a technology shift. It requires fundamental changes in how IT is managed within the corporate operating model as well as financial planning, forecasting processes and entrepreneural risktaking. The IT organization – IT Delivery - has to run as a distinct business entity providing services for other line of businesses within the enterprise like a company within the company with profit and lost responsibility.

The benefits to the enterprise sought by using the „IT as a Business“ model include the standardization and simplification of services delivered by IT improved financial transparency and more direct association of costs to consumption of the services and increased IT operational efficiency resulting from the need to compare the price of internally produced services to those available from external providers. 

Most important areas of attention are IT financial management, demand management and entrepreneurial risk taking by the IT organization. In that business-success not only stems from having a great service coupled with great customer service, there also needs to be an understanding of the cost of provision, the cost drivers, and the margins involved. Instead of thinking of budgets and allocations as a means of covering IT’s costs, an entrepreneurial IT organization views it as revenues for its services. 

IT as a business demands that business clients decide which products and services they will “buy,” and which are not funded. All IT products and services have a true, full cost to shareholders, and funds are limited. At its core, it is a competitive business model where an enterprise IT organization views the lines of businesses having many options for IT services – external providers like outsourcing companies and public cloud providers.
 It will place great emphasis on the needs and the outcomes required by the LOBs. 

The transformation of an internal IT organization from operating as a cost center to an „IT as a Business“ model is also believed to produce improved levels of business agility for the enterprise as a whole.

Characteristics of IT organizations adopting „IT as a Business“ model includes:

  • Principles of value creation, managing service assets and applying service structures within the context of the service strategy.
  • Financial management, return on investment and demand management are critical aspects of the service portfolio management process
  • Utilization of a service lifecycle framework to design, implement, operate and improve continually the services from the initial idea inception throughout final service retirement