Reifegrad Ihrer IT mittels 360°-Methodik erheben

Erheben Sie den Reifegrad Ihrer IT mittels 360°-Methodik gemeinsam mit Business- & IT-Stakeholdern.

Im Zuge der Digitalisierung von Geschäftsmodellen verschwimmen Geschäftsstrategie und Technologiestrategie weiter miteinander - damit ist die IT zu einem der Schlüsselfaktoren in Unternehmen geworden.

Doch langfristiger Erfolg einer Organisation benötigt mehr als nur eine Digitale Strategie - nutzen Sie unsere 360°-Methodik - entlang von 6 Dimensionen (Market speed, Dynamic investments, Modern delivery, Flexible workforce, Data as an asset und Costumer trust) - um den Reifegrad Ihrer IT zu ermitteln und ihn mit Ihren strategischen Zielen sowie aktuellen Industriestandards zu vergleichen. So können Sie gezielt notwendige Handlungsbedarfe identifizieren und ableiten.

Preview zur Business Analytics

Starten Sie die Vorschau der Business Analytics. Sie enthält einen Überblick über alle Dimensionen der Analyse und bietet Ihnen einen ersten Einblick in die vorliegende Fragenstruktur mit einer von vielen Beantwortungsskalen.

1/6 Market Speed

With regard to a 'future ready' IT function, how is the current state of the IT organization?

0 - No opinion about the role of a 'Future IT'.

1 - IT is perceived as a pure cost factor for the company that mainly maintains current operations. Inquiries from business departments are processed somehow slowly and inefficiently.

2 - IT is perceived as a service provider that reacts to requests from the business departments. Coordination takes place at the IT level only.

3 - IT is perceived as a service provider that reacts to requests from the business departments. Coordination takes place at process level.

4 - IT implements proactive measures to increase the company's efficiency. IT drives an intensive dialogue and reporting with the business to regularly align with the business strategy.

5 - IT is an important business partner and value driver that is well integrated with the company's ecosystem. Intensive coordination with the business occurs at all relevant levels.

not applicable

2/6 Dynamic Investment

To what extent have you established lean funding for quick investments in new technology?

0 - No clear funding model is in place. Investments are done on a case-by-case basis.

1 - Governance process and framework for funding is defined, but not consistently followed.

2 - Clear governance process and framework for funding are established. All investments are treated equally and are subject to an annual budgeting cycle.

3 - IT funding framework distinguishes between 'standard' and experimental investments. Experimental investments run through a shortened release process and are revised several times a year.

4. Continual and flexible funding model for experimental investments is established with the objective to constantly shift capital among the technology projects. Funding is linked to multi-year IT teams and funds are provided before all details of the technology are fully understood.

5 - Continual, flexible and lean funding model for experimental investments is established. CIO is provided with an annual pool as 'innovation budget', which comes without expectations regarding a certain level of financial return.

not applicable

3/6 Modern Delivery

To what extent have you established an IT process framework for your organization?

0 - There is no IT process framework in place.

1 - A rough IT process framework is established, covering some (critical) processes throughout the organization.

2 - An IT process framework is established, covering the critical processes throughout the organization.

3 - An IT process framework is established, integrating the IT-related business processes, business change processes and portfolio management processes throughout the organization.

4 - A standardized IT process framework (e.g. ITIL, COBIT) is established and provides good practice. It is integrated into a central quality management system.

5 - A standardized IT process framework (e.g. ITIL, COBIT) is established, that allows agile workflows (e.g. via SAFe). It is integrated into a central quality management system and is subject of constant improvement.

not applicable

4/6 Flexible Workspace

To what extent are resources strategically sourced?

0 - No transparency on the sourcing of resources.

1 - Sourcing is done on a purely tactical and ad-hoc basis. There is no understanding of strategic partners. Engagement terms and conditions are often negotiated on a case-by-case basis.

2 - An informal sourcing strategy exists and a small number of key strategic partners are identified. Engagement terms and conditions are often negotiated on a case-by-case basis.

3 - A formal sourcing strategy exists and a number of key strategic partners are identified. However, there still may be a considerable ad-hoc element on a project by project basis. Also, strategic partners may differ in different geographies.

4 - A clear formal sourcing strategy exists and a large number of key strategic partners are identified. Strategic partners may still differ in different geographies.

5 - Comprehensive smart sourcing strategy that is tied back to business requirements and priorities is in place. Organization can operate with a mix of different sourcing options. "Boiler-plate" agreements are in place with few key suppliers for staff augmentation and strategic sourcing (i.e. complete projects).

not applicable

5/6 Data As An Asset

How is IT performance tracked, measured and reported?

0 - There is no financial reporting in place.

1 - Basic financials (e.g. IT budgets) are reported. KPI calculation tracking is inconsistent across the IT.

2 - Relevant financials (e.g. budgets, ROI, costs per service) are reported with focus on IT delivery. KPI calculation tracking is mostly consistent across the IT.

3 - An IT scorecard is used to drive the IT steering committee agenda. KPIs (typically financial based) are reported regularly, with focus on IT delivery.

4 - A balanced IT performance scorecard is used to drive the IT steering committee agenda. KPIs are reported regularly and are continuously improved.

5 - A balanced IT performance scorecard is used and aligned to overall business objectives and value delivered. KPIs are designed to drive continuous improvement activities with objective results.

not applicable

6/6 Customer Trust

To what extent are surveys conducted to continuously improve quality?

0 - No surveys are conducted.

1 - Customer, client, and employee surveys are conducted rarely. Survey results are inconsistently analyzed and interpreted to guide immediate improvement activities only.

2 - Customer, client, and employee surveys are conducted irregularly. Survey results are inconsistently analyzed and interpreted to guide immediate improvement activities only.

3 - Customer, client, and employee surveys are conducted on an ad-hoc basis. Survey results are analyzed and interpreted to guide immediate improvement activity.

4 - Customer, client, and employee surveys are conducted regularly. Survey results are analyzed and interpreted to guide immediate improvement activity and are clearly communicated.

5 - Regular customer, client, and employee surveys are administered by clear communications. Survey results are analyzed and interpreted to guide future improvement activity and presented to the organization.

not applicable

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