Recently Ken Favaro on the strategy+busness blog wrote: How Leaders Mistake Execution for Strategy (and Why That Damages Both). This was a good post about how when leaders substitute visions, missions, purposes, plans, or goals for the real work of strategy, they send their firms adrift.
After reading the post, I began to think about it from an IT context. He had a list of 5 strategic questions for an organization:
1. What business or businesses should you be in?
2. How do you add value to your businesses?
3. Who are the target customers for your businesses?
4. What are your value propositions to those target customers?
5. What capabilities are essential to adding value to your businesses and differentiating their value propositions?
All of these apply directly to the IT space as well, with the possible exception would be #1, which I might change to:
- What portfolio elements should you continue to support?
- What business processes should you focus on improving?
But that falls back into the relatively easy trap of a tactical perspective.
I found it interesting how well these translated to IT.