Peace of mind
A budget and a plan you can defend before the council or the board.
A strategy that won’t end up in a drawer, because it is built on what the organisation actually has and says what to do in the next budget.
Questions worth knowing the answer to.
If the answer to any of them is “we don’t know”, that is exactly where I can help. I put these questions to boards, secretaries, county heads and company presidents before decisions are taken and money starts to flow.
- Which of our regulatory obligations must we deal with in the next budget, and which is an investment decision?
- What should our environment look like in three years, and what do we shut down along the way?
- Which of our systems talk to one another, and which live a life of their own?
- What rules for IT purchases do we want in place before the next vendor turns up?
What you get out of it.
Better results
Further purchases fit into one architecture instead of creating islands.
Fewer reefs and mistakes
Standards and guidelines protect against dependence on a single vendor (vendor lock-in).
The cost of a mistake at this stage. No plan means further purchases that do not fit together, and the cost of integrating them later. An advisor usually costs less than a single badly chosen technology, a single wrong vendor or a single trap in a contract.
A strategy that won’t end up in a drawer.
It is built on what the organisation actually has and says what to do in the next budget. It separates regulatory obligation from investment, so it can be defended before the council or the board.
What you get.
- A target architecture set out in layers: registers, processes, integrations and access.
- Standards the organisation adopts: a permissions model, an interface standard, rules for documenting requirements.
- A roadmap that separates regulatory obligations from investment.
- Purchasing rules for system purchases and a budget split between investment and maintenance.
How I work at this stage.
- Starting pointRegisters and maps from the inventory: systems, contracts, integrations and risks.
- Target architectureLayers of registers, processes, integrations and access, and the standards the organisation takes on as its own.
- Roadmap and budgetA three-year roadmap that delivers the agreed goals, guidelines for IT purchases and a budget split between investment and maintenance. In parallel I prepare an adoption strategy for the people, described on the digital transformation page.
“He drew attention to the need to put in order the information on existing solutions, their interdependencies and their limitations before the office takes further investment decisions.”
My expertise at this stage.
I keep my knowledge of technologies and regulations up to date and match it to the new version of the process, not to a list of products.
Digital transformation and change management.
This is the key competence that ties all the stages together: over 20 years of work in many organisations, on the client’s side.
Frequently asked questions about this stage.
How does a strategy differ from a report?
A report describes the current state. A strategy says what to do in the next budget and in what order, separating regulatory obligation from investment.
Does a strategy have to be preceded by an inventory?
It is not a formal condition, but a strategy written without knowing the current state easily becomes a wish list. The inventory provides the registers the strategy rests on.
Let’s talk about this stage.
The first conversation takes 30 minutes and costs nothing. I reply within 2 working days.