---
# source: src/content/services/en/it-strategie.md
# route:  /en/services/it-strategie/
title: IT Strategy
group: consulting
audience: [enterprise, provider]
order: 4
tags: [strategy, architecture]
summary: How users want to consume a service, and how fast the business has to deliver, shape what the IT department needs to look like.
photo: presenting
photoNeed: "A strategy session: someone presenting to a room, slide visible"
stub: false
draft: false
---

## Why this is not a technology question

How people want to consume a service today, and the speed at which departments need to get
to market, feed straight back into how the IT department is staffed and organised. A
strategy that only describes technology answers half the question.

## What we work out together

The future operating model: who delivers what, what gets bought in, which capabilities have
to exist internally and which do not. That is the decision the architecture follows from,
rather than the other way round.

The questions it answers are always the same six:

- Which tasks should IT take on?
- How does the innovation process run with the business units?
- Which services are provided in house and which are bought in?
- Which work do you do yourselves, and where do you work with partners?
- How should the IT department be set up in future?
- Which skills does it take to do the new work?

The last question decides about jobs and is often left out of strategy papers.

## How it runs

In workshops with you and your team. We do not write the strategy from outside, because we
need to know your processes and responsibilities to write it at all.

Two decisions always come up: whether IT runs the infrastructure itself or buys it as a
service, and where a service is delivered. Both answers affect the roles and the development
of the people, and we plan for that.