The idea of a technology strategy is often perceived as a very complicated document produced at great expense only to be put on a shelf and ignored by the business until the auditors ask to see it.  While there are certainly processes, procedures, and controls that are required by any business we believe that the technology processes are not separate from the other business processes.  They are a part of the business and that is the only way they become useful to the organization.

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This is consistent with our philosophy that technology is simply a broad set of tools and skills to support business objectives and really is an integral part of any businesses operations.  Separating them into the IT department creates obstacles to implementation and usually a degrading "disconnect" between the business leaders that are separated from technology leaders.  IT leadership should be viewed like any other department. It also has duties and responsibilities to support the business objectives.

 

A technology strategy or IT road map should be like any other functional area's plan.  All actions and costs should be tied directly to a business need.  It must also be clear and relevant to the other business users in much the same way as that the goals of the marketing plan must be clear to operations that must execute and support that plan.