You already know it. Technology is completely pervasive in our lives, and in how businesses operate. It’s pervasive in how business execs think — they know that every change they make has a technology aspect to it. As my colleague Randy Heffner says, “It’s no longer enough to say that technology supports business. Today, your business is embodied in its technology.”
You already know it. The pace of change in our highly interconnected and interdependent world is increasing — and along with this are the opportunities and risks which change brings. From emerging markets to new social platforms such as Pinterest, business leaders are finding they can’t assume stable business models and environments anymore. Gone are the days of three-year strategic plans — the mantra now is: “How quickly can we sense and respond to new opportunities and threats? How quickly can we shift our business for these changes?”
As I discuss with clients the developing notions of Forrester's Business Capability Architecture (see blog post #1 and blog post #2), I have found it important to distinguish between different levels of scope for technology strategy. The primary distinctions have to do with (a) the degree to which a strategy (and the architecture it promulgates) aims to account for future change and (b) the breadth of business and technology scenarios addressed by the strategy.
Thus, I define a four-part technology strategy taxonomy along a two-dimensional continuum with (a) and (b) as axes (IOW, the four parts are archetypes that will occur in varying degrees of purity), to wit:
Type 1: project strategy for successful solution delivery. With Type 1 strategy, the goal is simply to achieve successful project delivery. It is beyond the strategy’s scope to consider anything not necessary to deliver a solution that operates according to immediate business requirements. Future changes to the business and future changes in technology are not considered by the strategy (unless explicitly documented in the requirements). The classic case for a Type 1 strategy is when an organization definitively knows that the business scenario addressed by the solution is short-lived and will not encounter significant business or technology change during the solution’s lifetime (history argues that this is a risky assumption, yet sometimes it is valid).