IT strategy and digital transformation
Where the technology should go over the next two or three years, and what has to change first. Grounded in what your team can realistically run, not in a reference architecture.
When this is the right assessment
- Every department is buying its own software and nobody owns the whole picture.
- The board has asked for a technology plan and nobody can state the current position.
- Budget goes on keeping things running, leaving nothing for changing them.
What it covers
- Current-state review
- Target state and roadmap
- A prioritised sequence of work
What you will know afterwards
A written statement of where the technology actually is, agreed by the people who run it.
A target state your team believes is reachable, rather than an aspiration.
A sequence with dependencies, so the first year is decided rather than argued about.
Questions we get asked
- Who do you need to talk to?
- The people running the systems, not only the people sponsoring them. An assessment that hears only from the top produces a plan that does not survive contact with the team.
- What if we already have a strategy?
- Then the work is testing it: whether it still matches the business, and whether the sequence is realistic. That is usually less work than starting again.
- Do you recommend products you sell?
- We will say when one of ours fits, and we will say when something else fits better. What we are licensed to sell is listed on the Company page.
Other advisory work
- Cloud advisory and migration
- Solution and enterprise architecture
- Data strategy and governance
- Security and compliance advisory
Advisory work sits under our Information Technology Consultants licence. Building what an assessment recommends sits under Services, and keeping it healthy afterwards under Application Support.
Start with an assessment.
A 30-minute call first, at no cost, to work out whether an assessment is the right starting point at all.