A Gartner Group research study indicated that over 80% of technology
projects do not deliver as promised. It sited lack of a comprehensive
strategy as the main reason for this problem.
One would be hard pressed to come across an organization, that does not
perceive that some of their IT projects have not delivered on the
anticipated ROI (Return on Investment), or that the ROI was short
lived, due to the necessity for change in technology.
Our experience tells us that this phenomenon can be attributed to several
factors, including lack of a comprehensive strategy, inadequate
requirements, ambiguous expectations, and poor execution.
Take as an example, an organization that migrates to a computerized
(possibly Web-Based) merchandise ordering system, without fully
integrating with its order fulfillment division, resulting in a larger
backlog of unprocessed orders, prone to more errors, and unsatisfied
Our individual and collective experience has shown that any consulting
firm, even when attacking a specific problem area, should have a good
understanding of the big picture.
We believe that IT starts with making sure that all technology
initiatives serve one or multiple business goals and objectives.
Furthermore it is important that there are methods in place that can
quantify the level of the contribution of every initiative, on an
enterprise-wide accepted measurement scale. This has lead to the
development of our own e-Strategy. Adherence to this methodology, on
an on-going basis, will close the gap between business management,
and technology, and will allow business goals to drive technology
How does it work?
In order to ensure that technology goals are serving business initiatives,
we have to start with business goals. We interview with company management
and stakeholders, and review any existing business, and operations plans.
From this information, we determine business objectives and principals,
and we quantify them mathematically, using our methodology.
Then we review the company business process threads, and determine within
each thread, who are the customers (internal and external), who are the
service providers (internal and external), who are the stakeholders
(internal and external), and who are the business complimentors (internal
and external). For each business thread, we determine where and how
technology can help. Each technology solution is determined and labeled
as a possible initiative.
We examine each initiative as to how well it serves each of the business
principals, and using our methodology, mathematically calculate its worth.
Then, we determine the relationship between different initiatives. We also
calculate a collective score for related initiatives.
We proceed to compare the collective score to the sum of the individual
scores for related initiatives, and determine the final list of initiatives.
If an organization is truly a forward thinker, one last step would be to
reevaluate the business threads, assuming that the selected initiatives
were implemented, in order to get a vision of the future operations, and
even reexamine the current initiatives based on the new landscape.