Providing substantial support for the business strategy through information technologies and for the further organisational development must be the main purpose of every IT strategy.
However, ORG aspects are frequently undervalued in todays IT strategies despite the fact that IT and ORG work has been closely interlinked for a long time — as structural, procedural as well as technical solutions have to be optimally balanced and supplied from one source.
From the mission and role of IT/ORG in the enterprise — through the development and provisioning of service offerings, optimisation of the value creation depth of services along defined core competences to the sustainable achievement of cost and performance objectives — it is necessary to establish a clear framework of orientation and actionability and to detail it through realistic, feasible measures. “Best-in-class IT” aims at clear control and orientation of key IT success factors:
- Capacity to act — IT/ORG has to provide enough leeway and must identify new opportunities without compromising business objectives.
- Responsiveness — IT/ORG has to optimise its adaptability and capacity to deliver and act as a catalyst for raising the speed of change in the enterprise.
- Sustainability — IT/ORG has to actively promote and shape the development of the enterprise instead of becoming an impediment to strategic business options.
- Value added contribution — IT/ORG has to learn to assess its contribution to value creation in the enterprise — this does not affect the cost-efficiency requirement.
- Controllability — IT/ORG has to ensure the robust, secure and efficient provision of services beyond technological and enterprise boundaries.
To this effect, a far-reaching business alignment has to be achieved, while not losing sight of the required autonomy of the IT/ORG disciplines — simply because market and technology cycles can hardly ever be brought in line with each other. On the basis of a clear understanding of future IT/ORG work, zeb/ has developed effective and sustainably successful solution models for current challenges. Their concrete orientation and design, however, is shaped only by the specific background, strategic business objectives, maturity of the IT environment and organisation or the model for co-operation between IT, ORG, functional divisions and management in the service network of the financial institution.
- Seamless architecture management — at last, moving full speed ahead with proGAM© and the business processes in focus
- Value-added sourcing — traceable benefit argumentation for an optimised performance provision
- Smart cost management — achieving adequate service delivery and lasting results without cost cutting
- Tangible IT governance — tapping performance and cost potentials through the strong control of costs, services and projects
- Optimising co-operation models — translating conflicting objectives of IT, ORG, functional divisions and partners into seamless co-operation.
- Revitalising ORG services — avoiding an excessive focus on technologies and striking the right balance between technical and procedural solutions
- Effective security — handling IT risks, compliance and IT security issues in a focused and economical way.
zeb/ uses a competence framework that builds on the expertise of many years of project work and makes it directly accessible to the customer.