Strategic and Tactical Business Transformation

In today’s times of uncertainty, the only thing certain is change. Many industries, enterprises, and government agencies are undergoing dramatic changes that result in consolidations, mergers, acquisitions, and, in a few instances, even expansions. Whenever there is a change in the corporate goals and objectives and/or business model, analysis should be performed to determine what impact these corporate changes have on the IT business model.

Leveraging our copyrighted Framework for IT Success^SM, as a common planning framework, ISM determines the effect of changes on the IT organization when enterprise business transformation is underway. Questions that must be addressed include:

• What needs to be modified, enhanced, added, or eliminated for the enterprise to continue perform its work at an optimal level given the outside influences of change? The comprehensive, ISM impact analysis covers the full breadth of governance, people, business processes, and technology, both within the IT organization and out in the business.
• Is there a need for the consolidation of multiple data centers into one or more data centers? What cloud services can and should be leveraged in conjunction with data center infrastructure transformation? Having managed numerous data center consolidation and migration initiatives in the past, ISM defines a practical, yet detailed project plan, for data center transition efforts that are often required when business transformation occurs.
• What is the ideal resource reconciliation, both human and technological, needed as a result of the acquisition or merger of one company or agency (and their supporting IT organization structure) by or with another company or agency (with their existing IT organization structure)?

Experience tells us that a comprehensive framework, like Fritz^®, should be used to map the current business model -- including governance, people, processes, and technology for all organizations involved in the business transformation -- to the target operational business model. By analyzing the gap between the current models -- the "as is" -- and the target model -- the "to be", the enterprise can be transformed to meet the target state with minimal disruption to the business and optimal, going-forward performance from the resulting organization.

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