How can you develop an IT strategy that considers the unique needs of different business units?

First understand the overall IT capabilities from Infra, applications, data and security perspectives. Then look at any proven framework adoptions like ITIL or CMMi. check the process maturity, governance and reporting. Consider the unique requirements form the business units. Do they need stabilisation and resilience? Do they need a fast set-up to innovate? They want best-of-breed products or want to differentiate themselves with custom applications or a hybrid approach. Also assess the talent readiness for emerging technologies

Setting specific, measurable key performance indicators (KPIs), metrics, and targets is crucial. These indicators should reflect the success of the IT strategy in terms of delivering value to the different business units. They should be tailored to the unique objectives and requirements of each unit, ensuring that the IT strategy is not just a one-size-fits-all approach but is nuanced and responsive to varied needs. This approach requires a deep understanding of each business unit's functions, challenges, and goals. Collaborating closely with business unit leaders and stakeholders is essential to ensure that the IT strategy is aligned with their specific needs and contributes effectively to their success.

This gap analysis involves assessing both the technical capabilities and the service levels of your current IT function. It's important to identify areas where your IT infrastructure, systems, or services may not meet the specific requirements or expectations of each business unit. This could include technological limitations, lack of necessary features, or issues with user experience and satisfaction. Once these gaps are identified, the focus should shift to prioritizing initiatives and projects. Prioritization should be based on factors like the criticality of each gap, the urgency of business unit needs, and the potential impact on overall business objectives.

Developing an IT strategy that caters to diverse business unit needs involves creating a detailed roadmap and action plan. Begin by conducting thorough assessments of each business unit's goals, challenges, and technology requirements. Collaborate closely with stakeholders to understand specific needs. Craft a strategic roadmap that aligns IT initiatives with the unique objectives of each unit. Develop a comprehensive action plan outlining timelines, milestones, and resource allocations. Regularly review and adapt the strategy to ensure its relevance. This approach ensures that your IT strategy is tailored to meet the distinctive needs of each business unit within the dynamic landscape of IT consulting.

The only thing guaranteed about your plan (your strategy, your roadmap) is that it will change. Designing your strategy without change in mind will make it difficult for you and your team to make the necessary adjustments as time goes on. We've developed a series of "Leadership Councils" or "Steering Committees" grouped in like areas. These Councils are staffed with leaders from across the organization and help to inform the IT strategy and give us the ability to get feedback quickly so that adjustments can be made. It supports IT's approach to transparency and gives IT the eyes and ears it needs to be adaptive where necessary.

Crafting an IT strategy attuned to diverse business units involves continual monitoring and evaluation. Regularly assess the progress and results of implemented initiatives against predefined goals. Solicit feedback from each business unit to understand evolving needs. Embrace a dynamic approach, adapting the strategy based on ongoing evaluations. Foster open communication channels to address emerging challenges promptly. By prioritizing consistent monitoring and evaluation, you ensure that your IT strategy remains responsive and aligned with the unique requirements of each business unit in the ever-evolving landscape of IT consulting.

Different business departments have different priorities. If there is a need to compromise due to constraints or conflicts, it's crucial for a highly regarded third party to decide on the best course of action based on the overall enterprise perspective