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Home Management Leadership

Becoming a high-performance IT organisation

Ted Schadler by Ted Schadler
June 18, 2024
Photo by Canva Studio: https://www.pexels.com/photo/man-in-black-crew-neck-t-shirt-sitting-beside-woman-in-gray-crew-neck-t-shirt-3153201/

Photo by Canva Studio: https://www.pexels.com/photo/man-in-black-crew-neck-t-shirt-sitting-beside-woman-in-gray-crew-neck-t-shirt-3153201/

Every business and organisation is unique. A one-size-fits-all approach to IT doesn’t exist. With a high-performance IT strategy, you will tailor your capabilities — technologies, skills, and practices — to continuously improve business outcomes with technology, whatever those outcomes are for that year or for that initiative. To start your journey to a high-performance IT organisation, assess your business needs, your current technology styles, and your organisation’s execution readiness for high-performance IT.

Identifying gaps

 Forrester has developed a series of assessments to identify gaps in your ability to execute and your technology capabilities, kicking off your journey to high performance in four steps:

Assess your business’s dominant need for this year, group, or initiative. The journey to high-performance IT starts with a fundamental understanding of the primary business strategy, where speed and scale serve as critical levers.

Baseline your organisation’s current IT style to see where you spend, excel, and lag. Informed by the dominant business demand for technology, you are ready to take stock of your current technology capabilities. Framing your capabilities against the four styles of high-performance IT will reveal where you are strong and where you need to shift or expand investments.

Assess your IT organisation’s execution readiness for high performance. The next step is to assess your IT organisation’s execution readiness against the three principles: business alignment, technology trust, and IT adaptivity. This will help you understand where you are strong and where you need to make changes to your organisation or operating model.

Activate your high-performance IT strategy to deliver what your business needs. The final step in your high-performance journey takes you into the details of your capability maps, investment and communications strategy, and operating model.

Refining the roadmap

Fueled by this detailed understanding of needs, capabilities, gaps, and readiness, you are ready to communicate your priorities and refine your IT roadmap and investment plan.

The details you develop will help technology leaders and practitioners build consensus with IT and with business leaders, working together to:

1) enhance IT capabilities; 2) align the investment portfolio and roadmap; 3) invest strategically to achieve the goals; and 4) optimise the operating model for IT style effectiveness.

Originally posted on Forrester

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Tags: business-oriented IT strategyForresterIT-business alignment
Ted Schadler

Ted Schadler

At Forrester, Ted Schadler is Vice President and Principal Analyst serving digital business professionals. He has 33 years of experience in the technology industry, analysing the effects of disruptive technologies on experiences and on business strategy and architecture. His research agenda focuses on digital transformation, experience-led transformation, commerce and digital experience service providers, and the future of services. Schadler is the co-author of The Mobile Mind Shift: Engineer Your Business to Win in the Mobile Moment (Groundswell Press, June 2014). Companies have a choice: to be present in a customer's hand — or lose the mobile moment to a competitor or other distraction. This book gives companies the guidance and tools to serve customers in their immediate context and moments of need: Continuously identify mobile moments, design mobile engagement, engineer solutions, and analyse to optimize outcomes. Now that it’s clear that most customers won’t download your app, it’s just as true for the mobile web — even more so for most brands. Schadler is also the co-author of Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business (Harvard Business Review Press, September 2010). In this ground-breaking and still-current work, he analyses how important it is in the age of the customer for companies to empower employees with the tools and confidence to directly engage customers. Previous Work Experience Schadler’s work at Forrester spans 20 years, starting with the early days of the internet, open source, and web services. In 1999, he launched Forrester’s TechRankings™ product, now the Forrester Wave™. In 2003, he became a Forrester Bill Bluestein award winner; the award is granted annually to one of Forrester’s most influential analysts. In 2005, Schadler analysed the impact of technology on customers’ online and mobile behaviour. He ran Forrester’s data business during this period. In 2009, he launched Forrester's Workforce Technology Assessment, the industry's first benchmark survey of workforce technology adoption. Since 2014, he has focused on digital business and digital experience delivery. Prior to joining Forrester in April 1997, Schadler was a cofounder of Phios, an MIT spinoff. Before that, he worked for eight years as CTO and director of engineering for a software company serving the healthcare industry. Early in his career, after dropping out of MIT’s PhD physics program, he was a singer and bass player for Crash Davenport, a Maryland-based rock-and-roll band. Education Schadler has a master's degree in management from the MIT Sloan School of Management. He also holds an MS in computer science from the University of Maryland and a BA with honours in physics from Swarthmore College.

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