In developing a technology strategy for your organization, what will be your basis for deciding which technologies to pursue, when to pursue them, and how to implement them? In other words, what will be the foundation for your technology architecture and strategy? In considering this question, I assume we agree that technology strategy should directly support improvement of business outcomes, both now and over the long haul. To provide for the long haul, your technology architecture and strategy must be crafted to support a continuous stream of business change, both small incremental steps and large radical shifts.
Your strategy could begin with a list of hot technologies — perhaps even ones that business colleagues are clamoring for — but how would you know which of them would lead to the most important improvements in business outcomes? You could begin with your top executives’ current business plans and strategies — which would clearly address today’s priorities for improving outcomes — but over the long haul, business plans change, sometimes dramatically, making them an unstable foundation for technology strategy.
Since the goal of technology strategy is to improve business outcomes, let’s refine the question with that as our focus: What basis for technology architecture and strategy:
(a) Aligns best with the ways that business leaders conceive, plan, execute, and measure improvements to business outcomes,
(b) Provides the best structure for building technology implementations that align with and facilitate the ways that businesses change both now and over the long haul, and
(c) Best guides the prioritization, planning, architecture, design, and usage of technology within business improvement projects?